Leadership Management Strategies and Organizational Practices with Respect to the Hotel Sector of Rainbow Tourism Group Limited

This was a research exercise which sought to explore leadership management strategies and organizational practices taking place in the hotel sector of Rainbow Tourism Group Limited (RTGL). RTGL is one of Zimbabwe’s biggest hotel and tourism sector. Included in its hotel portfolio are Rainbow Towers and Conference Centre, Bulawayo Rainbow, Victoria Falls Rainbow, Kadoma Rainbow and Conference Centre, A’ Zambezi River Lodge and Ambassador  Hotel.  The six hotels have a combined total of 886 rooms, with the largest number of 304 rooms being in the five star hotel, Rainbow Towers and Conference Centre and while the rest in the three star group hotels. Other operations outside Zimbabwe are Hotel Edinburg, the Savoy Hotel and a hotel in Mozambique. The problem statement of the research was to study the role of organizational culture in the shaping of the leadership strategies in the hotel and catering sector, organizational leadership and their effectiveness in helping to achieve organizational objectives. The following was the set of objectives that the research sought to achieve. Firstly the research sought to determine and analyze the different types of leadership strategies adapted by the hotel sector of Rainbow Tourism Group Limited   in the hotel sector a Case Study. The second objective was to ascertain the environment forces influencing the adoption and assimilation of such strategies. Thirdly the research sought to determine   the efficiency of such strategies in achieving these organizational strategies in the hotel sector of RTGL. The fourth objective was to suggest if any alternative strategies where necessary to improve leadership effectiveness in Hotel Sector of the RTGL. Finally the research sought to develop a Leadership Model that can be used in the hotel industry. Stylistically, the research was designed in such a way that the objectives are back to back with the research problems so there is no special need to recast the research questions separately seeing that they are mirrored symmetrically in the form and structure of the objectives. The research utilised qualitative research methods whereby data was collected using a questionnaire and then the results were recorded as qualitative data. This is because although the questionnaire recorded discrete data the analysis was done simply in terms of frequencies the corresponding graphs. In the absence of more detailed analyses, like the Analysis of Variance and correlations and regressions, the research remains qualitative. The researcher has adopted the case study as the research strategy because the researcher is focusing mainly on the hotel sector of Rainbow Tourism Group (RTGL) and not the rest of the stakeholders in the tourism industry. The sampling framework was a mixture of Stratified random sampling and convenience sampling. The stratification method was adopted in the research with a view to target the different people in any kind of management position starting from the lowest supervisors to the senior management. The levels of management are quite different so it was necessary to make sure that respondents are picked from each category of managers.  All the six hotels were covered and samples were randomly selected from the employees and the data collected was analyzed. The questionnaires were personally administered in different locations after due consultation processes had been implemented. In terms of leadership knowledge, styles and practices the hotel sector of RTGL is only strong in (i) regulations, procedures and policies (ii) fair distribution of resources, (iii) performance management and formal training and development. The rest of the areas the organisation is in serious need for redress. When it comes to the strategies assimilated by organizational leadership, the hotel sector of RTGL is strong in only two components: (i) satisfactorily assimilated conflict management systems and (ii) assimilation of corporate governance by the hotel sector of RTGL. The rest of the components are in need of redress. In terms of effectiveness of leadership strategies applied, the hotel sector of RTGL has none to talk about. The only environmental factor with any significant impact on the adoption and assimilation of strategies of the hotel sector of RTGL are the internal forces within its portfolio.