PSYCHOLOGY AND EDUCATION (2021) 58(2): 8522-8529 ISSN: 00333077 Role and Importance of Leadership Skills in Hospitality Sector: An Exploratory Study of Hotels in Kumaon Region of Uttarakhand State Ashish Dhyani* Department of Hospitality Management, Graphic Era Deemed to be University, Dehradun, Uttarakhand & PhD Research Scholar Uttarakhand Technical University, Dehradun, Uttarakhand Vikas Gairola*, Associate Professor, Department of Management Studies, Omkaranada Institute of Management & Technology, Rishikesh, Uttarakhand Rajat Praveen Dimri* Assistant Professor-Senior Scale, SRHU- Swami Ram Himalayan University, Jollygrant,Dehradun, Uttarakhand ABSTRACT: This paper intends to analyse the role and importance of Soft skills like leadership skills in the hospitality sector in Kumaon region of Uttarakhand state. The purpose is to explore the role of soft skills viz. leadership and team-building skills emphasized by the hospitality professionals. The study is based on the respondents’ inclination embarking upon the Leadership and team-building Skills in the hospitality sector for effective and efficient operations. To answer the research question, the study was carried out in the hotels of Kumaon region of Uttarakhand state during a two months period of December 2019 and January 2020. The responses were recorded in a questionnaire on a Likert scale of 5. The results of the research indicated that the requirement of the leadership skills along with team-building skills, is significant for managers and to be and efficient leaders in all levels of management. The findings can suggest the future implementation of the study can be helpful in operating the hotel as a unit in more effective and collaborative manner and hence contributing significantly towards the revenue generation. Keywords: Leadership skills, team-building skills, hospitality sector, operations, revenue generation Article Received: 18 October 2020, Revised: 3 November 2020, Accepted: 24 December 2020 INTRODUCTION: Shivling Trek, Deoria Tal, Chopta, Lansdowne, Surkanda Devi Temple, Khatling Glacier, In the year 2000, Uttaranchal was originated as Chakrata, Rajaji National Park.. While Garhwal 27th state of India after being carved out of Uttar region comprises of 07 districts- Dehradun, Pradesh. In 2007, the state was renamed Haridwar, Tehri, Uttarkashi, Chamoli, Pauri and Uttarakhand. Dehradun is the capital of Rudraprayag with popular centre of attraction in Uttarakhand. Uttarakhand has been further the region are Nainital, Ranikhet, Mukteshwar, bifurcated into 13 districts, Almora, Bageshwar, Almora, Champawat, Pithoragarh, Munsiyari, Champawat, Nainital, Pithoragarh, Udham Singh Abbott Mount, Kausani, Lohaghat, Bhimtal, Jim Nagar 06 districts are part of Kumaon region with Corbett National Park, Sattal. popular centre of attraction in the region are Mussoorie, Auli, Khirsu, Gwaldham, Harsil, Total geographical area of Uttarakhand is 53,367 Haridwar, Rishikesh, Tehri Dam, Chamba, sq km that constitutes about 1.7 per cent of India’s Devprayag, Dhanaulti, Kanatal, Nag Tibba, total geographical area. With a wide variety of 8522 www.psychologyandeducation.net PSYCHOLOGY AND EDUCATION (2021) 58(2): 8522-8529 ISSN: 00333077 Flora and Fauna, Himalayas, glaciers, rivers, rare Innovation is the implementation of new ideas, wildlife, exquisite flowers, and multi-cultural procedures, products or services successfully with people are an add-on to its diversity. In the year the intent and provision to improvement, change 2013-14, Uttarakhand constituted about 1.6 per and adaptation. It has been observed that cost of cent of total GDP. In 2001-11, Uttarakhand has operations and control over quality can be the grown at an average growth rate of 12.4 per cent, strategic implementation towards the economic and corresponding rate of growth of the country is development of the organizations. Innovation can 10.0 per cent. In 2013-14, growth rate of be technical, organizational and human capital in Uttarakhand and India is 8.7 per cent & 4.7 per nature. (Meira, J.V., 2018) [5] cent respectively. To build a better team, the managers need to have Leadership is an influential phenomenon having strong ethical standards. They have to be highly both direct and indirect impact on the team motivated, aspiring to achieve, should be members and their performance. Common goals, ambitious and must have people and team building objectives and purposes can be achieved through skills. They must remain confident, open to formal approach and personal attributes as well. innovation and must initiate, adapt with different Pressure of performance, job-stress and exhaustion people and circumstances. (Petkovski, K., 2012) [6] can be minimized through transactional leadership which believes in compassion, communication and Leadership is an interactive process where a increasing the employees’ morale for increased mutual conversation is of great importance among performance. (Blayney, C. and Blotnicky, K., the group members. The leader must act and 2010)[1] channel out the team members towards the defined organizational goals. A leader in hospitality The modern managers are innovatively focusing industry must be able to motivate, encourage, on guest preference, their likes and dislikes with inspire and develop strive to continuous the updated technologies to remain competitive. development in the team members. This can be They believe that innovation is of utmost achieved through proper guiding and training. importance for redesigning service modules and (Sousa, M.J., 2019) [7] products as distinguished products lead to guest satisfaction and retention. There should be a scope In order to get competitive advantage, hotels must of innovation and leaders are taking risks and emphasize on the leadership development. In order initiatives to have some competitive advantage. increase the performance of the employees, proper (Gunjan, M.S and Bandyopadhyay, R., 2016)[2] implementation of the correct leadership skills in a changing environment can prove out to be really Motivation of employees, level of services, helpful. The manpower comes with diversified satisfaction of the guests, individual performance backgrounds, attitudes, behaviours, mindsets and of employees all are dependent on the managerial attitudes that can be implied for fulfilment of practices that are implemented by the managers. common objectives through effective leadership. Managers’ efficiency in people skills, (Yamak, Ö.U. and Eyüpoğlu Ş.Z., 2018) [8] understanding and managing attitudes and behaviours and creating and operating a cohesive RESEARCH PROBLEM: team all are directly connected to their The success of an organization is directly performance and guest satisfaction too. (Ispas, A., [3] dependent on the managerial skills and abilities to 2010) plan, organize, staff, direct and control. In order to Leadership is distinguished into emotional and motivate, encourage and lead the employees, servant leadership. The former is dependent on the specific skills like leadership skills, team-building emotional abilities of the managers to understand skills, people skills, initiating skills, innovation his/her sub-ordinates’ needs and requirements due skills etc. are required. Such skills are of to which the connection between the employees paramount importance in understanding the and the superiors form naturally. While, the latter employees’ needs and requirements which leads to is mainly concerned with employees’ expressions, the good performance of the employees and the need for growth, promoting innovation and organization as well. Managers, employees and initiative all in the regard to job as well as guest businesses can get benefitted by acquiring these satisfaction. (Kwan, L.Y., Hee, C.D., 2016) [4] skills and practicing them during daily operations. 8523 www.psychologyandeducation.net PSYCHOLOGY AND EDUCATION (2021) 58(2): 8522-8529 ISSN: 00333077 OBJECTIVES OF THE STUDY: H12 There is no significant relationship between the team-building skills in managers’ and their 1. To identify the Managerial skills required team performance. in hospitality industry. 2. To analyse relationship between the H03 There is a significant relationship between the leadership skills in managers’ and their people skills in managers’ and their team team performance. performance. 3. To analyse relationship between the team- building skills in managers’ and their team H13 There is no significant relationship between performance. the people building skills in managers’ and their 4. To analyse relationship between the team performance. people skills in managers’ and their team H04 There is a significant relationship between the performance. initiating building skills in managers’ and their 5. To analyse relationship between the team performance. initiating skills managers’ and their team performance. H14 There is no significant relationship between 6. To analyse relationship between the the initiating building skills in managers’ and their innovation skills in managers’ and their team performance. team performance. H05 There is a significant relationship between the SIGNIFICANCE OF THE STUDY: innovation building skills in managers’ and their team performance. The paper is a case analysis to understand the impact of managerial skills on team members and H15 There is no significant relationship between their performance. The study aims the hotels to the innovation building skills in managers’ and understand the managerial skills required. The their team performance.