**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 summarised as follows;

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 industry".

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 hospitality industry".

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

**199**

*Effective Leadership in the 21st Century: Lessons for the Tourism Sector in the African Continent*

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

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

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

the organisation is where by scarce resources are used more effectively while improving the existing procedures and methods to ensure efficient product or a service. An external perspective focuses on developing and improving quality of life. Therefore, tourism manager or a leader needs to have knowledge of both the internal and external perspective to deal with a number of global trends and risks (wider fiscal deficits, unorthodox monetary policies, slow economic growth after COVID-19 lockdown, political risks, global supply chains and security risks and inflation) among others. The performance of a tourism manager and the effectiveness of a leader are both measured in terms of the performance of the team. Therefore, managerial and emotional competencies (as factors of leadership) have important causative effects in determining the success of a tourism organisation; although it is important to note that success can be negatively affected if the wrong leadership style is chosen and/or if the tourism manager or a leader is inexperienced (Novo, Landis and Haley, 2017). Although management and organisational aspects have been explored, it is critical to highlight that the focus of this chapter remains with exploring effective leadership in the 21st century. The following section will focus on the dynamic tourists' preferences in the 21st century, with an intention to

*DOI: http://dx.doi.org/10.5772/intechopen.93844*

highlight the need for effective leadership.

significant ambiguity.

profitability and good jobs [33].

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

*Effective Leadership in the 21st Century: Lessons for the Tourism Sector in the African Continent DOI: http://dx.doi.org/10.5772/intechopen.93844*

the organisation is where by scarce resources are used more effectively while improving the existing procedures and methods to ensure efficient product or a service. An external perspective focuses on developing and improving quality of life. Therefore, tourism manager or a leader needs to have knowledge of both the internal and external perspective to deal with a number of global trends and risks (wider fiscal deficits, unorthodox monetary policies, slow economic growth after COVID-19 lockdown, political risks, global supply chains and security risks and inflation) among others. The performance of a tourism manager and the effectiveness of a leader are both measured in terms of the performance of the team. Therefore, managerial and emotional competencies (as factors of leadership) have important causative effects in determining the success of a tourism organisation; although it is important to note that success can be negatively affected if the wrong leadership style is chosen and/or if the tourism manager or a leader is inexperienced (Novo, Landis and Haley, 2017). Although management and organisational aspects have been explored, it is critical to highlight that the focus of this chapter remains with exploring effective leadership in the 21st century. The following section will focus on the dynamic tourists' preferences in the 21st century, with an intention to highlight the need for effective leadership.
