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From destination governance to destination leadership – defining and exploring the significance with the help of a systemic perspective

From destination governance to destination leadership – defining and exploring the significance... Purpose – Starting from the tenet that destination management deserves a systemic approach the authors first explain the meaning of systemic leadership and then discuss its relevance for tourist destinations. The aim of this paper is twofold. First, it develops a concept of destination leadership based on a systemic perspective and therefore prevents a common misunderstanding, namely that destination leadership may simply generate from organizational leadership. Second, the concept builds on extant literature on destination governance and in so doing it stretches the vector of this research stream (governance) into a supplemental field (leadership). Design/methodology/approach – Based on recent empirical research in the field of systemic research in destinations, the concept of destination leadership is elaborated in a wider context of destination management. Findings – As a result, a set of dimensions and mechanisms which drive the systemic development of destinations can be distilled. A framework for further research is proposed and tested with the help of an empirical study with a set of influential actors from four destinations in Switzerland, Austria, and Italy. Originality/value – The results reveal that influence as a proxy for systemic leadership is supported by trust and effective communication. Other leadership dimensions derived from traditional leadership literature such as mutual understanding, accessibility (non‐significant) or likeability (negatively affecting influence) prove to be irrelevant to systemic leadership. The implications underline the need to differentiate between leadership in inter‐organizational arrangements and leadership in destinations, understood as communities and complex social systems. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Tourism Review Emerald Publishing

From destination governance to destination leadership – defining and exploring the significance with the help of a systemic perspective

Pietro Beritelli; Thomas Bieger
Tourism Review , Volume 69 (1): 22 – Apr 14, 2014
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22 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1660-5373
DOI
10.1108/TR-07-2013-0043
Publisher site
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Abstract

Purpose – Starting from the tenet that destination management deserves a systemic approach the authors first explain the meaning of systemic leadership and then discuss its relevance for tourist destinations. The aim of this paper is twofold. First, it develops a concept of destination leadership based on a systemic perspective and therefore prevents a common misunderstanding, namely that destination leadership may simply generate from organizational leadership. Second, the concept builds on extant literature on destination governance and in so doing it stretches the vector of this research stream (governance) into a supplemental field (leadership). Design/methodology/approach – Based on recent empirical research in the field of systemic research in destinations, the concept of destination leadership is elaborated in a wider context of destination management. Findings – As a result, a set of dimensions and mechanisms which drive the systemic development of destinations can be distilled. A framework for further research is proposed and tested with the help of an empirical study with a set of influential actors from four destinations in Switzerland, Austria, and Italy. Originality/value – The results reveal that influence as a proxy for systemic leadership is supported by trust and effective communication. Other leadership dimensions derived from traditional leadership literature such as mutual understanding, accessibility (non‐significant) or likeability (negatively affecting influence) prove to be irrelevant to systemic leadership. The implications underline the need to differentiate between leadership in inter‐organizational arrangements and leadership in destinations, understood as communities and complex social systems.

Journal

Tourism Review – Emerald Publishing

Published: Apr 14, 2014

Keywords: Destination governance; Destination leadership; Systemic leadership; Destination management

References

  • A systemic view of transformational leadership
    Ackoff, R.L.
  • Improving tourism destination governance: a complexity science approach
    Baggio, R.; Scott, N.; Cooper, C.
  • How can we train leaders if we do not know what leadership is?
    Barker, R.A.
  • Local tourism governance: a comparison of three network approaches
    Beaumont, N.; Dredge, D.
  • The end of leadership: exemplary leadership is impossible without full inclusion, initiatives, and cooperation of followers
    Bennis, W.
  • Leaders: The Strategies for Taking Charge
    Bennis, W.; Nanus, B.
  • International economics and international politics: a framework for analysis
    Bergsten, C.F.; Keohane, R.O.; Nye, J.