Chapter 9 Leadership styles in event management, a critical reflection case study
DOI: 10.23912/978-1-915097-34-7-5406 | ISBN: 978-1-915097-34-7 |
Published: April 2023 | Component type: chapter |
Published in: Cases For Event Management and Event Tourism | Parent DOI: 10.23912/978-1-915097-34-7-5386 |
Abstract
Event managers lead diverse workforces within timebound, service-oriented settings. These conditions create challenges for event managers in delivering effective leadership. Drawing upon critical reflection as a pedagogical tool, this case study follows the reflective journey of ‘Aria,’ owner of a fictitious event management business called South-East Events. Following a critical service quality incident, Aria felt compelled to reconsider her own leadership approach and the impact she has on her event staff. The case study traces Aria’s journey of learning about leadership theory along with her experiences of discussing leadership with other event managers.
Sample content
Contributors
- Jacqueline Leigh, Southern Cross University (Author)
- Matthew Lamont, Griffith University (Author)
- Grant Cairncross, Southern Cross University (Author)
For the source title:
- Vassilios Ziakas (Editor) https://orcid.org/0000-0002-1501-7863
- Donald Getz, University of Queensland (Editor) https://orcid.org/0000-0001-5562-8012
Cite as
Leigh, Lamont & Cairncross, 2023
Leigh, J., Lamont, M. & Cairncross, G. (2023) "Chapter 9 Leadership styles in event management, a critical reflection case study" In: Ziakas, V. & Getz, D. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/978-1-915097-34-7-5406
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