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350 leadership
address such vast fields of tourism-related activities
and businesses with all its multi-faceted relationships.
The legal norms in such context form a
coherent body of law, which is termed the `tourism
basic law' of the destination. Such codes
encompass all legal rules relating to national tourist
policy directives and various touristic strategies, in
addition to the legal rules regulating the various
tourist activities within the country concerned.
Examples of such activities are tour operator and
travel agency activities, accommodation relationships,
transportation, entertainment and
tour guides, as well as the legal norms regulating
tourism development and imposing limitations
on planning, whether environmental, social,
economic, cultural or political. Many of these
impose themselves on law. There are limits which
arise from the nature of law as a purposive system,
with its test of effectiveness residing in its fulfilment
of its purpose or objectives. A second type of
limitations relate to the society in which law is
enforced, and whether it forms a good communication
system and whether it is well received and
accepted. A third category of limitations touches
upon the utility of law for social transformation. A
last group of limitations is inherent in the
prevailing political and economic system.
See also: employment law
leadership
SALAH E.A. WAHAB, EGYPT
Leadership is generally regarded as essential in the
functioning of any tourism organisation. Success or
failure within any such system is very commonly
attributed to the quality of leadership. A fundamental
concern of any organisation is how to
attract, train and keep people who will be effective
leaders. A plethora of research studies demonstrates
that leadership quality is related to group
morale and productivity. A major question that
emerges in regard to management quality
revolves around what is meant by good leadership.
One major perspective on this central question lies
in the area of leadership roles.
The notion of managerial role has become a
valued insight into the uncertainty of leadership.
The commentator Mintzberg �1973) has identified
a range of distinct roles that are typically played by
managers within any organisation. Mintzberg
points out that roles primarily revolve around the
manager's position in the group and his or her
interpersonal relationships with others. The figurehead
role is the first of these. The manager
performs tasks that are often of a legalistic or
symbolic nature, such as introducing guest speakers
or writing letters of appreciation to retiring
employees. The second interpersonal role is that
of liaison. The manager acting as liaison person
serves as a link between one's own and other
groups throughout the rest of the organisation.
Mintzberg suggests that managers build and
maintain an informal network of contacts with
individuals in other groups, because these relationships
serve as the foundation upon which rest some
of the manager's other roles �such as monitor,
disseminator, spokesperson and negotiator). Leadership
is said to be properly classified as an
interpersonal role, since it involves an exchange
relationship between the leader and each of his/
her subordinates. In such a manner, the manager
motivates group members and assists them to work
together effectively in the pursuit of a desired group
or organisational goals. The leadership role may be
seen to overarch all managerial activity.
Nebel �1992) and Nebel and Ghie �1993) have
studied the major roles of the hotel general
manager. They describe two basic roles. As
organisational developer, the roles of the general
manager extends beyond the immediate confines of
the hotel. They need to monitor information about
both the community and the competitive environment,
and that requires them to become a
liaison between the hotel and the outside world.
Further, the information they gather from the
external environment needs to be analysed and
disseminated to subordinates within the hotel. To
effectively function as an entrepreneur, the manager
must process both externally and internally
obtained information. This role develops specific
plans and programmes geared to improve the
operating efficiency and service strategy of the
hotel. Any new plan or programme imposes
additional time obligations on both the general
manager and subordinates. Moreover, new plans
and programmes often involve the allocation of