Strategic Leadership in the Hospitality Industry: Middle Managers in Selected Hotels in the United Arab Emirates

Abstract

The hotel industry operates in a competitive and fast-changing environment where leadership at all levels is critical to success. While hospitality research has often focused on senior executives or frontline supervisors, the role of middle managers has received less attention. Positioned between strategy and daily operations, middle managers are vital in translating organizational goals into action. A qualitative approach was adopted, using the content analysis method of Elo and Kyngäs (2008). Semi-structured interviews with middle managers from different hotel departments were transcribed and analyzed to identify themes related to leadership styles, decision-making, and role perception.

The findings indicate that middle managers actively contribute to hotel performance by aligning departmental goals with organizational strategy while motivating their teams through recognition, support, and role modelling. Their leadership reflects a combination of strategic thinking and people-centered practices, illustrating how transformational behaviors help embed strategic intent in daily operations.

This research contributes to the limited body of knowledge on middle management leadership in hospitality by positioning middle managers as active agents of change rather than passive executors of directives. It also provides practical insights for hotel organizations, underscoring the importance of leadership development programs that combine strategic foresight with transformational capability.