Annotated Bibliography 1

Millennial Leaders in the Hospitality Industry 1

Example from a class assignment outside SMHM.

25 July 2011

Millennial Leaders in the Hospitality Industry:

An Annotated Bibliography

Downing, K. (2006). Next generation: what leaders need to know about the Millennials.

Leadership in Action, 26(3), 3-6. Retrieved July 25, 2011, from Wiley InterScience

Journals.

In this article, the author attempts to explain the generational differences of Millennial by

looking at parental influence, social networks, and employer interactions. Emphasis is

placed on how Millennials must be led in order to maintain their motivation at the work

place.

Field, R. G. (1982). A test of the Vroom-Yetton normative model of leadership. Journal of

Applied Psychology, 67(5), 523-532. Retrieved July 25, 2011, from ScienceDirect.

This article provides a historical analysis of the Vroom-Yetton normative model of

leadership. Furthermore, interactions between leaders and employees are observed.

Findings suggest there is validity on the applicability of the model. This paper will offer a

historical background into the development of the Vroom-Yetton normative model of

leadership, while also providing data as to how the theory applies to leader-employee

relations. Although this article is old, it will introduce the historical development of the

theory.

Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: an examination of work

Millennial Leaders in the Hospitality Industry 2

values and generational gaps in the hospitality workforce. International Journal of

Hospitality Management, 27(3), 448-458. Retrieved July 25, 2011, from

http://libproxy.library.unt.edu:2127/science/article/pii/S0278431907001223

In this article, the authors attempted to identify generational differences and similarities

among hospitality employees and managers in order to develop leadership strategies and

management styles that can be utilized to increase employee morale and productivity

while enhancing recruitment and retention rates of highly qualified workers. In order to

examine generational similarities and differences among hospitality employees and

managers, the researchers conducted a series of focus group discussions on employees

working in a North American branded hotel chain. The researchers found there are

apparent generational differences between Baby Boomers (Boomers), Generation X (Gen

X-ers), and the Millennial Generation. Regarding the Millennial Generation, the

researchers found they believe in collective action, are optimistic about the future, and

trust centralized authority. This article will provide the information needed to define

those characteristics found in the Millennial Generation.

Heskett, J. (2007). How will Millennials manage? Harvard Business School Working

Knowledge. Retrieved July 25, 2011, from

http://www.missionfacilitators.com/Articles/Team%20Building/Articles/How%20Will%

20Millennials%20Lead.pdf

This brief article discusses the effects of Millennial employees in workplace. In addition,

characteristics of this generation are further discusses. Most importantly, it’s discussed

that Millennial employees demand "the immediate gratification of making an immediate

impact by doing meaningful work immediately." In short, Millennials are high

Millennial Leaders in the Hospitality Industry 3

maintenance, high risk, and often high output employees. This article provides a brief

look into the transactional nature of Millennials in the workplace.

Ineson, E., & Stone, G. (2010). Personal attributes associated with successful management in the

hospitality industry - a pilot study in licensed retail operations. Tourism and Hospitality

Management, 16(2), 151-164. Retrieved July 25, 2011, from ABI/INFORM Global.

This article sought to identify key qualities associated with successful licensed retail

managers, defined as effective, efficient and profitable operators. The researchers found

elements of emotional intelligence, including commitment and hardiness, were identified

as primary success for managing a retail operation. This article may be helpful in

providing insight in the description of those characteristics managers need to exhibit

when working in a retail setting.

Howe, N., & Strauss, W. (2000). Millennials rising: the next great generation. New York, NY:

Vintage Books.

This book offers insight into the personality types of the Millennial Generation and

provides an in-depth analysis on how these characteristics will influence the workforce

once they reach adulthood. This book will offer a foundation in determining the

demographic and personality characteristics of Millennials.

Testa, M. R. (2007). A deeper look at national culture and leadership in the hospitality industry.

International Journal of Hospitality Management, 26(2), 468-484. Retrieved from

ScienceDirect.

This article attempts to examine more closely how employees evaluate leaders with

varying national cultures and how these relate to cultural influences, perceived leadership

and work-related outcomes. Although this article does not focus on the Millennial

Millennial Leaders in the Hospitality Industry 4

Generation in the hospitality industry, it provides insight as to how employees perceive

hospitality leaders.

Westaby, J. D., Probst, T. M., & Lee, B. C. (2010). Leadership decision-making: a behavioral

reasoning theory analysis. The Leadership Quarterly, 21(3), 481-495. Retrieved July 25,

2011, from ScienceDirect.

In this article, the authors discuss how behavioral reasoning theory proposes that context-

specific reasons are critical in leadership decision-making, intention formation, and

behavior. The authors also provide insights into the positive contributions of normative

decision-making models as they relate to leader development. This article provides

insight into the theory behind the normative approach to leadership.

Wieck, K. L. (2008). Managing the Millennials. Nurse Leader, 6(6), 26-29. Retrieved July 25,

2011, from http://libproxy.library.unt.edu:2127/science/article/pii/S1541461208002073

In this article, the author describes the Millennial generation from a perspective of

analyzing how their characteristics contribute to the challenge of leading and managing

them in the higher education and hospital work environments. This article offers

extensive analysis on the Millennial Generation and offers an overview of possible

implications that may arise in the workforce due to their unique generational

characteristics. Although this article is specifically targeted to the field of nursing, the

information may offer insight into the unique characteristics of this generation.

Wisniewski, M. A. (2010). Leadership and the Millennials: transforming today’s technological

teens into tomorrow’s leaders. Journal of Leadership Education, 9(1), 53-68. Retrieved

July 25, 2011, from http://www.fhsu.edu/jole/issues/JOLE_9_1.pdf#page=66

Millennial Leaders in the Hospitality Industry 5

In this article, the author her findings concluding a year-long research study of university

students’ perceptions of the factors that characterize effective teaching and learning, in

general, and more specifically, leadership education. Findings suggest that traditional

approaches to teaching will likely be met with resistance. A leadership education model

for the Millennials detailing the purposes and content, along with strategies for teaching

and learning is also presented. This article provides insightful information as to how

Millennials perceive leadership and how they hope this information is taught in the

classroom.