Exploring Tourism Labor

The purpose of this paper is to explore tourism labor research using a thematic approach. Set against a background of increasing interest in and diversity of labor issues, dominant and emerging themes in tourism labor research are discussed to demonstrate the broad range and evolution of studies undertaken to date. Following an exploration of the themes, the paper considers three different perspectives on tourism labor in order to articulate the complexities of labor issues. These perspectives are from the tourism worker, the tourism employer, and the tourism researcher. Each is considered through the use of a scenario. The paper concludes that the intricacies of tourism labor afford an opportunity for multi-disciplinary boundaryless research that promotes dialogue between different perspectives

Leadership then at all events

Theory purporting to identify leadership remains over-determined by one of two underlying fallacies. Traditionally, it hypostatizes leadership in psychological terms so that it appears as the collection of attributes belonging to an independent, discrete person. By contrast, contemporary perspectives approach leadership by focusing on the intermediary relations between leaders and followers. We retreat from both of these conceptions. Our approach perceives these terms as continuous within each other and not merely as adjacent individuals. The upshot is that leadership should be understood as a more fundamental type of relatedness, one that is glimpsed in the active process we are here calling events. We suggest further work consistent with these ideas offers an innovative and useful line of inquiry, both by extending our theoretical understanding of leadership, but also because of the empirical challenges such a study invites

The Relationship between Creativity and Organizational Climate among hotel employees in Hong Kong: Canonical Analysis Approach

School of Hotel and Tourism ManagementRefereed conference pape

Enacting the 'true self': Towards a theory of embodied authentic leadership

This paper argues that although authentic leadership may be rooted in the notion of a ‘true self’, it is through the embodiment of that ‘true self’ that leaders are perceived as authentic or not. In making this claim, we consider ways in which a somatic sense of self contributes to the felt sense of authenticity, and how through engaging with somatic cues, leadership can be performed in a way which is experienced as authentic, both to the leader and to those he or she seeks to lead. In developing our ideas further, we draw from the acting theory of Stanislavski (1936a, 1936b, 1961) to explore how authentic dramatic performances are created, focusing on the role of emotional memory, the magic ‘if’ and physical aspects of performances. We propose three key components of a resulting theory of how embodied authentic leadership is created: self exposure, relating, and making lead

Leadership then at all events

Theory purporting to identify leadership remains over-determined by one of two underlying fallacies. Traditionally, it hypostatizes leadership in psychological terms so that it appears as the collection of attributes belonging to an independent, discrete person. By contrast, contemporary perspectives approach leadership by focusing on the intermediary relations between leaders and followers. We retreat from both of these conceptions. Our approach perceives these terms as continuous within each other and not merely as adjacent individuals. The upshot is that leadership should be understood as a more fundamental type of relatedness, one that is glimpsed in the active process we are here calling events. We suggest further work consistent with these ideas offers an innovative and useful line of inquiry, both by extending our theoretical understanding of leadership, but also because of the empirical challenges such a study invites.