People are vital assets in an organization because organizations cannot achieve their objectives without people. Therefore, leading and managing employees involves numerous challenges and responsibilities. An essential element concerning managing people entails ensuring they are motivated adequately to do their best in the workplace to reach the objectives of the organization. Maintaining motivated workers requires organizations to gain insights into employee behavior to determine when interventions are needed and when employees can perform highly without external involvement from leaders and managers. Therefore, leaders must have the competence to know when workers require specific tools to perform better at work and when to supervise or offer support to employees in fulfilling their responsibilities. While management is often related to leadership, the two roles differ because managers focus on achieving the organizational objectives while leaders focus on inspiring workers to get the best out of them through fostering a positive work setting that values collaboration and engagement. Besides, organizations today comprise diverse workforces with different working styles and personalities. While diversity is essential, it usually results in conflicts, which can damage employee morale if not addressed. Thus, leading and managing people involves addressing such problems professionally and rapidly to ensure organizational success.
Owing to the importance of managing and leading people, the present paper explains how management and leadership theories can inform good practice. The paper also explains and demonstrates how rhetoric and kinesics theories can be used to inspire hospitality staff.
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How Management and Leadership Theories can Inform Good Practice
Management theories recommend specific approaches to be implemented in organizations while leadership theories highlight the behaviors and traits that people can adopt to improve their leadership abilities. These theories can inform good practice within organizations by being used to maximize productivity, simplify decision-making, encourage a collaborative working environment, maximize leadership strengths, and ensure inclusive leadership.
Management and leadership theories inform practice by helping leaders and managers to enhance organizational productivity. Productivity is essential in any organization, particularly among managers or leaders who supervise employees to obtain maximum performance from them. Nevertheless, not all employees are the same because some may procrastinate, require regular extensions to complete their work, blame others for individual failures, or wait for instructions before starting work. Besides, there are those workers who work as desired and are self-controlled, committed, and organized. Therefore, individual workers work differently due to different mindsets regarding work. In turn, this shows that different employees are motivated differently owing to their diverse backgrounds. For instance, theory X suggests that employees dislike work and require managers to remind them to fulfil specific roles. These type of workers require regular supervision because they are not motivated to work, which necessitates a strict management approach, tight control, and close supervision (Robbins and Coulter, 2014). In contrast, theory Y proposes that workers take responsibility, solve issues willingly, and are proactive, innovative, and enthusiastic. In turn, this requires a decentralized management style in which employees are included in making decisions, encouraged to offer their suggestions, and offered opportunities to fulfil more responsibilities.
Leaders also welcome the innovative ideas and creative inputs of these types of workers (Robbins and Coulter, 2014). While the two theories focus on different types of organizations, leaders and managers must perceive employee contribution. For instance, they can create a structured setting based on theory X to enhance employee productivity by closely supervising work activities. They can also demonstrate clear direction to workers based on theory Y as this enables the workers to be more productive.
Therefore, the outlook of leaders or managers affect employee performance and productivity since the measures they implement informs employee-working style. Consequently, managers or leaders can use management theories such as Theory X and Y to increase employee productivity. Additionally, the scientific management theory suggests that boosting employee productivity involves considering the work processes before developing effective policies (Robbins and Coulter, 2014). Leaders can consider professional development programs for workers to increase their effectiveness, enhance productivity, and enhance performance on the job. The human relations theory also shows that the level of attention offered to team members and the kind of interest paid to their performance influence productivity (Robbins and Coulter, 2014). These theories relate directly to workers that managers or leaders encounter in the organization and show the various ways through which the leaders or managers can deal with the workers. Using the theories enable leaders to learn various ways of making the most out of their workers. For example, leaders and managers can invest in their workers through training to ensure improved productivity.
The theories can also be used to inform the decision-making process. For example, most organizations have a hierarchical organizational structure to support labor division. Leaders at senior levels establish the decisions that determine the operational responsibilities of workers at lower levels (Purcell and Kiani, 2016). Thus, the decision-making process in such environments occurs at different levels. Decision-making processes based on hierarchical systems are useful because they allow the organization to overcome individual limitations of workers by considering contributions from various actors, which supports effective responses (Sullivan, 2010). However, hierarchical decision-making processes enhance feedback ambiguity, which makes it challenging to address decision rights due to resistance from the senior leadership (Purcell and Kiani, 2016). For example, when decisions generate adverse results, the cause of the outcomes will be unclear because it could be due to inadequate evidence obtained by senior-level leaders, a mistake by employees, or environmental factors.
However, major adverse outcomes arise due to the interaction of different errors made by front-line employees and concealed errors in decision principles established by senior leaders (Pickup et al., 2020). Besides, senior leaders may require the obfuscation of the identity of decision-makers, especially when the decisions are important. The reason for this is that senior leaders in the hierarchical decision-making processes can exert excessive influence on decisions. For example, they can focus on personal interest when making decisions instead of using evidence as the hierarchical process enables them to avoid clear responsibility for decision outcomes. In particular, senior leaders can fail to define the decision-making procedure to avoid reducing their influence and power. Therefore, while decision-making processes based on the hierarchical system can address the effects of individual employee limitations, they result in feedback ambiguity and complicate the entire process.
Studies demonstrate that flattening the hierarchy enhances the decision-making process by supporting empowerment, efficiency, and involvement among workers. Employees are involved due to a decentralized decision-making procedure, which enhances their productivity. Besides, the structure empowers individual employees in the organization to participate in making decisions, which encourages operational diversity, creative conversations, and innovative ideas. Additionally, feedback reaches all involved personnel owing to the elimination of middle management layers, which results in faster responses to feedback (Van Bogaert et al., 2016). Flattening the hierarchy may involve eliminating senior positions and job titles to support cohesive and collaborative work settings. It may also involve increasing the powers of team leaders in the decision-making process.
Organizations can also use management and leadership theories to encourage interpersonal associations within the organization. Workers spend substantial time in the organization, which allows them to establish interpersonal relationships. Positive interpersonal associations allow employees to engage with each other and increases happiness levels, which leads to high productivity (Lis, Glińska-Neweś and Kalińska, 2015). Leadership and management practices within the organization affect interpersonal relationships, which in turn affect the level of productivity. Thus, leaders or managers can use management and leadership theories to inform effective communication practices owing to the role of communication in interactions between employees.
Managers use communication to demonstrate leadership when interacting with employees by displaying workplace organization and individual organization characteristics (Lis, Glińska-Neweś and Kalińska, 2015). Communication is essential because it helps leaders develop workers who establish meaningful relationships at work. In turn, this enables the staff to lead themselves based on their responsibilities to develop an organizational culture in which senior leaders set the strategic direction before supporting team members to achieve the strategic objectives of the organization (Lis, Glińska-Neweś and Kalińska, 2015). Besides, interpersonal associations in organizations result in shared goal achievement, job satisfaction, high salaries, and promotions. Moreover, leaders can implement effective communication approaches to increase the level of skills of workers, mobilize workers and directs them towards organizational objectives, and obtain the most out of the workers (Bucăţa and Rizescu, 2017). Leaders can also use management and leadership theories to inform ways of establishing appropriate interpersonal associations with customers as this ensures business success (Wan et al., 2012). For instance, establishing positive associations with customers of the organization increases sales, which enhances the required productivity to maintain services or products (Wan et al., 2012). Consequently, leaders and managers use the relevant theories to collaborate with workers, which helps to establish interpersonal associations between employees.
For example, the human relations theory shows that encouraging interpersonal associations in the organization results in the creation of collaborative work settings (Robbins and Coulter, 2014). The theory suggests that leaders and manager must offer their workers more decision making power by allowing them to control their responsibilities or allowing them to contribute to departmental approaches and objectives.
Additionally, theories such as the trait theory inform good leadership practices by suggesting that individual traits ensure effective leadership (Edger, 2016). Leaders and managers can use the theory to obtain constructive information regarding leadership. For example, they can use the information to examine their role in the workplace and determine ways of strengthening their position. They can also use the theory to measure their leadership traits and gain insights into their personality and the way they will influence members of the organization. The Traits theory demonstrates that leaders must focus on maximizing their strengths rather than focusing on their weaknesses to understand ways of developing leadership qualities (Edger, 2016). Different leaders have different strengths. For example, leaders with a strong will are resilient and can survive through challenging times. Such leaders obtain their strengths from their internal abilities, which helps them to persist until they overcome challenges. Conversely, decisive leaders can evaluate situations calmly and select actions that unite others. Therefore, the theory enables leaders to obtain a detailed understanding and knowledge of their role in the leadership process.
Another way through which management and leadership theories can inform practice is by encouraging inclusivity in leadership. Organizations today are increasingly embracing diversity in the workplace by hiring different kinds of people from different backgrounds. Ensuring inclusive leadership in an organizational environment requires managers and other leaders to gain cultural competency concerning people with different backgrounds (Thompson and Matkin, 2019). Thus, management and leadership theories can inform inclusivity in leadership by helping leaders understand the influence of culture on the way different people understand and perceive their surroundings. Leaders can then apply this knowledge to embrace different ideas and perspectives and reward people based on their contributions.
Nevertheless, promoting inclusivity in leadership in the workplace requires leaders to be committed strongly to change (Thompson and Matkin, 2019). Leaders can establish this commitment to embrace inclusivity through using relevant theories to recognize and appreciate individual biases and feelings towards diverse workers to gain knowledge about future opportunities and challenges when interacting with workers (Guerrero, Fenwick and Kong, 2017). The self-reflection enables them to evaluate individual leadership or management style and competencies to discover weaknesses and strengths that will hinder or support them in the leadership process. They must, however, overcome individual biases and understand the values and norms of different employees to promote inclusivity.
Relevant theories can help leaders overcome biases by critically evaluating their thoughts, communication styles, and leadership styles towards different employees (Guerrero, Fenwick and Kong, 2017). In turn, this will allow them to learn to overcome their biases. The theories also enable leaders and managers to learn about relevant communication strategies to enhance inclusivity in the organization and prepares them for any future conflicts as they guide diverse populations
Theories such as the situational leadership theory and transformational leadership theory highlight the importance of focusing on people and ensuring inclusivity in the organization. Leaders who embody inclusivity and support an inclusive environment attract respect from workers (Edger, 2016). Inclusivity in leadership requires leaders to involve others in the leadership practice constantly by delegating additional roles to them or welcoming feedback from them. Consequently, management and leadership theories enable leaders to acknowledge each individual and consider them as their greatest asset.
Management and leadership theories also inform practice by assisting organizations to evolve, communicate, and focus. Globalization has resulted in increased competition and disagreements between companies. In such an environment, organizations must develop creative business practices to ensure effectiveness. Leadership contributes significantly to innovation and organizational change (Lutz Allen, Smith and Da Silva, 2013). Therefore, management and leadership theories enable leaders to manage organizations or the organizational change process successfully and effectively by helping them to acquire the required competencies and capabilities. Advancements in technology, high customer expectations, and constantly evolving business environments require firms to reassess their operations, recognize, adopt, and implement operational changes in reaction to evolving trends to ensure survival (Lutz Allen, Smith and Da Silva, 2013). Leaders must understand these matters and prepare themselves for both existing and future changes to support sustainable success.
However, the evolution process within organizations is challenging and complex and can result in organizations failing to achieve their organizations. Effective and competent leadership emerges as an essential tool to guide organizations through changes. Studies show that innovative and vision-based leadership theories are effective at addressing the complexities and challenges of the organizational change process. Leaders can use these theories to implement creative solutions and measures to support sustainable and long-term success (Andrade, 2016). In particular, visionary leadership offer leaders with the required competencies and capabilities to perceive and predict future trends accurately besides enabling them to define the required path to deal with the trends effectively (Andrade, 2016). Surviving in the current business environment requires visionary leaders to aid organizations in implementing innovative strategies and ideas in their plans to meet their objectives.
Besides, management and leadership theories are essential in the achievement of organizational goals because they include different behaviors, skills, and outlooks that ensure effective leadership. For instance, they enable leaders to formulate an organizational vision of the goals to be attained and offer them approaches to develop effective communication approaches to communicate the vision to the entire organization besides helping them evolve approaches for achieving the vision objectives. The theories also inform strategies for motivating employees and negotiating for the necessary supports to attain the objectives. Using these theories in the organization enables the leaders to focus on the main organizational goals. Besides, the implementation of the theories streamline the priorities for the firm and encourage better communication between workers, which increases efficiency.
How Rhetorical and Kinesics Theories can be used to Inspire Hospitality Staff
Communication is a key technique that allows leaders to inspire others and shape their social meaning. Leaders with idealized behaviors offer a framework for acceptable behavior, instill pride, and attract trust and respect (Rountree, 2019). Such leaders display self-confidence, discuss essential ethics and values, and support enthusiasm to create an emotional environment and reveal these qualities through their rhetoric and kinesics when communicating with their subordinates (Heracleous and Klaering, 2014). Thus, leaders use rhetoric and kinesics theories to inspire staff by displaying their credibility regarding what they advocate and communicating self-confidence. In turn, this allows them to deliver their message with inspiration and energy, which communicates optimism concerning the future objectives of the organization. It also instils a sense of strong purpose among workers, which offers the energy to drive employees forward. Inspiring others means developing appealing arguments through emotion. Rhetorical theory gives leaders the ability to motivate people using language to address issues. Studies show that leaders can shape the realities of the staff and develop meaning through their rhetorical competence (Rountree, 2019). Rhetorical theory is essential among leaders as it can be used by organizations ton influence their employees to contribute to the achievement of strategic goals.
Leaders can also use rhetorical and kinesics theories to inspire staff by communicating effectively and simplifying meaning. Achieving this entails clarifying ambiguous and complex messages to staff and mobilizing the meaning to attract more staff. Leaders can also use their expressions to shape and simplify complex meanings. Considering the aforementioned techniques, inspiring staff using rhetorical techniques involves framing the message and delivering an emotional message (Heracleous and Klaering, 2014). Framing the message refers to the objective of the intended message while delivering an emotional message concerns adding the emotional element to the message to increase its power and influence the staff (Heracleous and Klaering, 2014). Therefore, the rhetoric influences the audience. For instance, the leader can start by communicating with staff before clarifying their role, the organizational vision, and the reason for the decision. Nevertheless, the leader must possess effective rhetoric and the use of rhetorical techniques such as storytelling, analogy, and metaphors to ensure that workers receive the message and are inspired to take action.
Another way through which rhetorical theory can be used to inspire staff entails the use of hopeful language, particularly in situations where staff or the organization is experiencing difficult challenges. In such contexts, leaders start by acknowledging the difficult situation without obscuring reality. Nevertheless, leaders must avoid dwelling on the existing situation by discussing the problem honestly and transparently before emphasizing the importance of staying hopeful (Knight, 2020). For instance, if the organization decides to engage in cost reductions through decreasing employee salary, the leader must acknowledge the situation but provide specific evidence regarding a hopeful future. Rather than saying "do not worry, I have handled such situations previously,” the leaders should explain that the organization has excellent people, an effective strategy, and the best services. Nevertheless, the leader must demonstrate evidence to support these statements to attract loyalty and trust from employees.
Another way of inspiring staff involves embracing the power of vulnerability. People value authenticity and they do not expect their leaders to be perfect and sophisticated. They value leaders who are open about their failures, struggles, and mistakes. Storytelling is a powerful tool that leaders can use to demonstrate their vulnerability and inspire others. The ability to construct the mistakes, struggles, and failures into a presentation creates a strong sense of purpose, unity, and vision. In turn, this humanizes the story to make them more relatable and real (Forbes Communications Council, 2020). A story can inspire, stimulate, and guide staff towards the desired action. Still, the narrative must focus on defining the vision of the leader, describe the present situation, explain the needed path, and engage the staff.
Studies demonstrate that when leaders increase the enthusiasm of workers concerning the future, productivity increases. In contrast, staff lacking enthusiasm are less engaged and less productive (Gallup, 2017). Consequently, workers value stability, hope, trust, and compassion and any leader intending to inspire staff must build on these elements. Nevertheless, the voice of the narrative must focus on the leader’s personality, beliefs, and credibility. The leaders’ distinctive strengths offer an effective way of starting the narration as they allow leaders to offer insights into the tribulations, events, and moments that shaped and formed their identity. Any lessons from these experiences are valuable both to the leader and to the staff and increase trust towards the leader (Rountree, 2019). Nonetheless, leaders must still avoid opening up and sharing their secrets.
The focus should be on sharing moments that the audience can relate to and that tells them something about the leader and the audience. The leader can tell the story using different techniques depending on the situation. For example, delivering a presentation about ways of ensuring sales success requires a different approach than motivating employees during a difficult situation. However, the major aspects of an effective story include engaging the audience, setting the scene, creating tension, focusing on the objective, being logical, and concluding powerfully. The leaders engage the audience by attracting them and involving them in the story. Achieving this entails asking challenging questions or raising a trending issue. The leader can ask questions that incorporate positive messages such as encouraging the audience to discuss the future. In turn, this offers a wider context for the story and may help the leader acquire important information.
Besides, staff will agree with the leaders’ direction if they contribute to its development (Prentice, 2014). The leader must connect with the world of the audience and find relevant topics or issues. The tale must include the staff at all levels in which the leader must incorporate what the staff want from the organization including their opinions, ideas, aspirations, and dreams to involve them in the discussion about the future of the organization. Setting the scene entails creating the context of the story by drawing the audience into the story context to ensure their attention. Telling the story should also involve creating and emphasizing a sense of tension through emotions, struggles, debates, or conflicts. The tension feeling is central to storytelling (Heracleous and Klaering, 2014). Besides, the leaders must focus on the objective of the story since the purpose of the story is to communicate ideas. It is vital to focus on relevant themes regarding the situation by occasionally reminding the audience about the objective of the story. Moreover, it is essential to be logical through organizing the story and maintaining a clear structure to avoid losing the point. The conclusion should be powerful with an emphasis on the main point.
Leaders can also use rhetoric and kinesics theories to clarify the roles of the workers. They can do this by repeating key phrases or words when initiating sentences or successive clauses (Rountree, 2019). For instance, the leader can start successive paragraphs using the same word or phrase to ensure that the message resonates with the audience. A sentence such as “we must commit ourselves, we must persist, and we must hold our ground” involves the leader repeating the words “we must,” which demonstrates the importance of the message. Communicating the message using charts and financial statements alone excludes a large part of the narrative that can be meaningful to some workers (Gallup, 2017). For example, some workers may not understand the way their roles relates to the purpose of the message while others may not understand the way the organization will be affected (Gallup, 2017). Thus, narratives regarding personal discoveries and experiences help the audience resonate and connect emotionally to the message.
Kinesics theory can also be used to inspire staff. Specifically, besides speaking, leaders also communicate through facial expressions, body posture, gestures, voice tone, orientation, or head shakes or nods among others. Essentially, kinesics techniques are powerful since the audience use clues from them to interpret the message. Therefore, kinesics techniques can be used to reinforce the rhetorical techniques to inspire staff (Goman, 2018). For example, the techniques can be used to evoke emotions between the leader and the staff. Both parties use techniques such as gestures and facial expressions to demonstrate their emotions to the messages they receive. Any inappropriate cue can affect the communication process negatively, which may result in misunderstood messages. Leaders find it challenging to prompt their verbal utterances without reinforcing them with appropriate expressions using their body actions such as hand orientations, welcoming facial expressions, and appropriate eye contact. The need for both parties in the communication process to decode kinesics cues into meaningful expressions evokes valuable perceptions, which enables the staff to memorize the message (Keating et al., 2020).
Leaders can also use kinesics to connect with the audience through balancing and checking the projection of cues when interacting with the audience. Verbal utterances may hinder the leader from displaying the required cues, which creates a communication vacuum that they can compensate by projecting non-verbal cues to maintain the connection (Keating et al., 2020). For instance, during face-to-face interactions, leaders and employees interact in a mutually beneficial way to develop the kinesic experience in the organization through reciprocity. The interactions also motivate the two parties to develop loyalty to each other, which supports mutual relationships. Generally, kinesic expressions such as body orientations, facial expressions, nods, and smiles that leaders display when narrating their experiences promote the audience experience of the story through subjective reaction to the cues based on their beliefs. The staff understands the kinesic expressions of the leaders as a representation of self-satisfaction, sense of importance, self-confidence, and a positive mood (Goman, 2018). These expressions are useful in a specific situation and are clear in the leader’s body language. Therefore, the kinesic expressions of the leader stimulate the engagement of the audience in constructing memorable experiences.
Positive kinesics also help to inspire staff through decreasing uncertainty in the audience. Leaders shape positive information through their non-verbal expressions, which assists the audience to anticipate the leader’s behavior and results in the development of reciprocal associations. Consequently, a leader needs to display non-verbal expressions during the initial interaction as this creates a positive environment, enhances certainty among the audience, and makes the audience feel comfortable (Keating et al., 2020). Kinesics such as the body posture of the leader can contribute to staff motivation in the organization. For example, the leader’s body posture such as leaning displays a friendly environment. In turn, this causes the workers to experience beneficial collaboration with the leader by feeling that the leader attends to them, which in turn engages the workers (Riggio and Tan, 2014). Other casual gestures such as initiating a handshake and expressing their gratefulness motivate staff through demonstrating interaction and deep associations.
The hand gesture triggers the staff’s feelings of compliments, makes them feel unexpected rewards, and benefit from the non-verbal cues, which stimulates emotions and invokes deeper relationships to stimulate staff engagement. Besides, the gesture generates a decency impression towards workers and motivates them to help the leader achieve organizational goals. In contrast, negative gestures such as shoulder shrugging cause reluctance among workers to engage with the leader by making them feel a significant distance from the leader. Such gestures offer an impression of superiority and rudeness that displays power (Riggio and Tan, 2014). In turn, this demonstrates the importance of kinesics in communication. In particular, the staff normally react to non-verbal cues to understand the leader’s intention and their seriousness about the message being delivered because non-verbal cues from the leader attributed to the leader’s body language may cause them to be or not to be inspired. In turn, this shows that the intention of staff to collaborate with the leader relies on whether the kinesics of the leader influences the engagement of the staff such as feeling enthusiastic toward the leader.
Therefore, the kinesics of the leader can either engage or disengage staff. Studies also show that uncertainty or certainty that arise from non-verbal communication moderate a person’s feelings for possible engagement with another person when the other party behaves unexpectedly or expectedly. For instance, if employees expect a leader to be friendly but the leader behaves rudely, the workers may be disheartened and start withdrawing from the interaction, which creates disengagement and uncertainty since the staff can no longer decode confidently the leader’s favorable motive for the interaction (Keating et al., 2020). Consequently, the motivation for employee engagement relies on the stimuli of the non-verbal cues of the leader.
Other kinesics displays such as the walking manner affect employees’ mind states concerning their engagement with the leader. The movement offers the impression of the presence or absence of risk, which may hinder or cause stress among workers (Keating et al., 2020). For example, a leader walking slowly and in small steps engages and motivates employees by giving the impression of a positive mood, confidence, and relaxation. In turn, this shows that the staff react to the stimuli of the leader’s movement gestures and are engaged by the walking manners indicating the absence of stress or complaints. Fast walking, on the other hand, discourages workers from engaging with the leader in mutually beneficial collaboration.
Fast movements indicate that something is wrong or that the leader is in a hurry, which can create stressful feelings among workers. The hurried gait and fast movement of the leader may also demonstrate a leader’s dissatisfaction, creates uncertainty among workers, and demonstrates disengagement with workers. Such non-verbal cues also upset the psychological well-being of the workers (Keating et al., 2020). Thus, employees are sensitive to non-verbal cues in which the cues determine their reaction to the leader’s message.
The facial reactions of the leader also determine the actions of the employees (Goman, 2018). While most employees are interested in engaging with the leader, the leader’s facial expressions can display recognition, benefits, and worth. For example, some employees are contented with simple responses from the leader as this demonstrates that their work is meaningful. Leaders can demonstrate this through smiling as a display of gratitude. While workers strive their best to demonstrate their work to the leader, they are also eager to see the leader reflect their meaningful performance in the leader’s face. When the leaders display a facial expression demonstrating gratitude, they are motivated to engage with their work and the leader (Riggio and Tan, 2014). Generally, the leader’s positive kinesics displays offer employees a positive environment for their work. Workers are pleased with such cues and are inclined to be committed to engaging with the leader in accomplishing organizational goals. The workers can decode the motives of the leader based on the displayed kinesics, which influences them to reciprocate by responding with the same feelings such as happiness with happiness, and sadness with sadness.
The paper described ways in which organization, leaders, and managers use management and leadership theories to inform good practice. The paper also explained and demonstrated the various ways in which rhetoric and kinesics theories can be used to inspire staff. In particular, organizations including leaders and managers can use management and leadership theories to enhance employee performance, ensure collaboration within the workplace, simplify the decision-making process, support inclusive leadership, and maximize leadership strengths. The concepts and approaches derived from these theories are applied to improve the overall organizational performance with a focus on employees as the essential assets of the organization. Leaders and managers can also use rhetoric and kinesics theories to inspire hospitality staff by demonstrating the credibility of the leader, supporting effective communication and simplifying meaning, giving hope to employees, displaying the leader’s vulnerability, clarifying the role of employees, connecting with employees, evoking emotions, and reducing uncertainty.
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