**7. Why effective leadership in the 21st century?**

Effective leadership is one of the main and primary drivers for growth, development and innovation. Effective leadership is meaningful, impactful and profound. Effective leadership is one of the main and primary drivers for growth, development and innovation in the 21st century. According to [26], [443] effective strategic leaders have to operate under conditions of uncertainty; they must view a volatile environment as presenting opportunities and employ an entrepreneurial mindset that allows them to identify and exploit those opportunities in contexts with significant ambiguity.

Effective leaders are able to keep their teams engaged. Kumar concur that effective leaders influence the entire organisation and people outside the organisation [50]. Their influence extends beyond the boundaries of the organisation as they continually identifying and interrogating the ethical issues [38]. They adapt and modify their leadership styles in order to maintain employee engagement, even if there are four generations in the workplace. It is critical to engage stakeholders, whilst minimising risk to adopt and maximise benefits through a focus on the organisational, cultural and people aspects of business transformations. Effective leaders must also understand the modern tourist concept. Vail, Moreland and Wilson warns against the high-quality tourist services that require skilled and motivated employees and that quality service, in turn, is the key to both higher profitability and good jobs [33].

Why the focus on a 'modern tourist'? Modern tourists exhibit a growing concern about the impact of their acts; the manner in which they choose to consume the tourism products and services has significantly changed. Tourists make choices based on different factors, from personal factors such as personality or aspirations, together with household factors like lifestyle or decision-making style; these affect their decisions [51], [108]. A new type of consumer (in this case 'modern tourist') was born as a result of the technological evolutions of the late 20th century as well as a consequence of globalisation, hence today's tourists are increasingly connected [51], [118]. This is evident from the work of Vail, Moreland and Wilson who define the modern tourists as a growing market segments with many baby boomers with ample discretionary time and income; they are experiential tourists seeking

*Tourism*

lation of relevant experience [13].

With the changes in the societies, markets, customers, competition, and technology around the globe, organisations are forced to clarify their values, develop new strategies, and learn new ways of operating; hence, the definition of leadership has evolved to suite a certain context. Meyer and Boninelli concur that leadership has no sequential beginning or end, it is rather critical to understand perspectives on what leadership is about, and the implications for organisations in the modern economy [38]. One may then argue that leadership is a choice and being a good leader is a skill that anyone can learn. Some believe that leadership is inherent in certain individuals; hence, it is referred to as an essential in achieving the vision of the organisation. Others believe that leaders rise from the masses when the situation demands it. According to Amanchukwu, Stanley and Ololube, good leadership is developed through a never-ending self-study, education, training, and the accumu-

Leadership should be visionary, motivating, and stimulating for the team members; hence, the transformational leadership style is advocated for tourism leaders [40]. Thomas distinguishes leadership from management by identifying five nuances not found in management such as giving direction, providing inspiration, building teams, setting an example and being accepted as a leader [46], [119]. Leadership is viewed as a process (focusing on what leaders actually do) and as a property (the set characteristics attributed to individuals perceived to be leaders) [47]. Therefore, looking at the travel and tourism organisations, cooperation as the base in the organisations and their environment is critical. This permeates through the consistent travel and tourism management practices, processes, procedures, tools and techniques (value chain). Leadership is an effective tool to be used by the travel and tourism managers to influence outcome, otherwise, lack of leadership skills could be directly associated with failure which my negatively affect the contribution of tourism in the country and the rest of the continent. Perhaps, distinguishing the differences between leadership and management in projects is

**6. Difference between tourism leadership and tourism management**

Linking the association between leadership characteristics and successful managers offers invaluable information. Henceforth, differentiating between the roles of a manager or a leader in context of tourism leadership and management is difficult. Welch differentiated between the manager (someone who works to carry out the aims of the organisation) and the leader (serves to create new aims, tweak old ones, or initiate new courses of action) [48]. Drawn from [49] work, the difference between tourism leadership and tourism management in this chapter is

Tourism management "refers to the oversight of all activities (related to the travel, tourism and hospitality industries) of planning and organizing through decision-making process which enhance effectiveness and efficiency of the tourism

Tourism Leadership is a "process of leading others for achievement of objectives; the concept encompasses motivating and guiding people to realize their potential and achieve tougher and challenging organizational goals in travel, tourism and

Leaders and managers are there to serve the organisational need [9]. Normally they require a multi-functional inclusion. Understanding the internal and external perspective of management as a manager and as a leader has a significant effect to the success in the organisation. An internal perspective of management is within

**198**

paramount.

summarised as follows;

hospitality industry".

industry".

low-stress outdoor activities, supplemented by quality dining, lodging, shopping, and cultural amenities. They further state that "many younger adventurers seek destinations offering outstanding expedition hiking, cross country skiing, and mountain biking, but they also want cell phone and internet coverage, a great meal, lively night life, and a comfortable bed after their exertions" [51, 52]. This point is also emphasised by [52] that "millennials don't simply represent another generation of travellers; their preferences and lack of predictability make them different", as a result, tourists demand greater value, more experiences and higher levels of quality ([24]: 01), hence, the new ethos in the tourism industry allows the tourists to take responsibility when travelling.

Tourists prefer to engage in physically and intellectually active holidays, with a growing demand for not only recreational activities, sport and adventure, but for knowledge of the history, culture and environment of the places being visited [24]. These new types of tourism are more closely linked to culture, nature, health, religion, etc., are growing three times faster than forms that are more traditional. Therefore, it is essential for a 21st century leader to possess the characteristics that makes them see opportunities everywhere; they should strive for excellence and live with an entrepreneurial spirit. They must work with a generous purpose and embrace culture in order to cater for the 21st century tourists.

Leadership in the 21st Century should be based on three pillars: values based leadership, network leadership and systemic resilience. Good leadership in Africa always shares life to others [32]. More lessons can also be drawn from the concept of responsible leadership for a leader to be 1) able to make informed ethical judgements about existing norms and rules; 2) displaying moral courage and aspiring to positive change; 3) engage in long-term thinking and in perspective taking; 4) communicate effectively with stakeholders; and 5) participate in collective problem-solving. In the 21st century, the leader must have company's intention to do the right things and act in ways that are good for society. Ethical leadership has a major impact on the behaviour and attitudes of employees as it encourages the employees to perform a higher quality of work performance [7, 50, 53].

Effective leadership is gained through a combination of business knowledge and personal skills including determination, being open-minded, self-reflection, and excellent communication and team-building skills. Therefore, enhancing innovation is paramount in managing or leading in the services sector. Critical thinking is a primary tool for dealing with dilemmas and paradoxes, the support and encouragement of critical thinking is a key characteristic of effective leadership processes [54]. Stošić and Milutinović state that service excellence and innovation is a necessity in the tourism sector [48].
