Innovation in hospitality: the manager’s role

This research was designed to explain the process of innovation in hospitality through the action of innovative managers. Responses OF employees to a questionnaire allowed the separation of managers’ skills into two factors: decision making and relationship. Further, data analysis was used extract the managers’ perceptual maps. Results show the differences between more and less innovative managers in their perceptions of ways to lead employees using creativity in their respective organizations. The match between an external criteria of separating the hotels in more and less innovative, and the perceived level of team and department innovation, clarified the relationship between organizational innovation and innovative management