Crisis Management in the Hospitality Industry Analyzed Through a Social Sustainability Focus on Male and Female Leadership Styles

Authors

DOI:

https://doi.org/10.34190/icgr.8.1.3309

Keywords:

hospitality industry, crisis management, qualitative study, leadership style, gender studies, extreme context

Abstract

During a crisis, human capital management's managerial practices ensure the achievement of main strategic objectives and result in long-term values, such as organizational learning, resilience, innovation, and business flexibility. Therefore, this study considers the social sustainability perspective in the hospitality industry as a critical aspect of crisis management. It discusses differences and similarities between males' and females' leadership styles during the COVID-19 pandemic, adopting Goll and Zięba's (2025) Hospitality Human Capital Process Model in Crisis Management as the guiding framework. The value of the given qualitative view is a more in-depth understanding of how gender can determine a leader's focus in stressful events such as a crisis. The results indicated that female leaders adopt a more relationship-oriented leadership style during crises, utilizing emotional intelligence to determine effective ways to ensure the team's and the business's safety. In contrast, male leaders take a more strategic approach, focusing on organizational adaptation, finances, and morale. Additionally, the findings revealed that female leaders prioritize social capital, which is evident in their emotional support for employees and a strong emphasis on health, safety, and overall well-being through team and company bonding. Male leaders placed greater focus on structural capital. Despite their differing priorities, male and female leaders shared the goal of enduring extreme situations. Ultimately, the practical conclusion is that gender-diverse boards will likely be more efficient in ensuring long-term survival in the hospitality industry. Unlike previous studies focused on HR professionals in large hospitality enterprises, this research targeted small restaurant owners and managers in a distinct hospitality sector to offer a typically neglected perspective. It provides food for thought not only for academics but also for small business owners/managers.

Author Biography

Wioleta Kucharska, Gdansk University of Technology, Fahrenheit Universities Union

Wioleta Kucharska holds a position as an Associate Professor at the Faculty of Management and Economics of the Gdansk TECH, Gdansk University of Technology, Fahrenheit Universities Union, Poland. Authored 66 peer-reviewed studies published with Wiley, Springer, Taylor & Francis, Emerald, Elsevier, IGI Global, and Routledge. Recently involved in such topics as tacit knowledge and company culture of knowledge, learning, and collaboration. Along with scientific passion and achievements, she has 12 years of managerial experience; therefore, her works next to theoretical foundations actively refer to management practice.

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Published

2025-04-04