Réka Somlai
Szent István Egyetem, Gödöllő, Práter Károly u. 1. Hungary.
DOI: https://doi.org/10.31410/EMAN.2019.7
3rd International Scientific Conference – EMAN 2019 – Economics and Management: How to Cope With Disrupted Times, Ljubljana – Slovenia, March 28, 2019, CONFERENCE PROCEEDINGS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School – Maribor, Slovenia; Integrated Business Faculty –  Skopje, Macedonia; Faculty of Management – Zajecar, Serbia, ISBN 978-86-80194-17-2, ISSN 2683-4510


The research is inspired to study personal skills of Spanish and Hungarian hospitality professionals in order to compare their actual leadership skills with their belief of the skills they possess. In this research, a complex competency test, ProfileXT® is applied in order to receive reliable data
of the participants’ profiles. The test analyses the complete personality and gives reports regarding cognitive capacity and strategies of thinking, behavioral traits, and fields of interests. Participants’ profiles include information about skills, what determines the effective behavior of a leader. The test among other information, examines communication skills, conflict resolution style, energy level, sociability, manageability, decisiveness, independence and objective judgement. The results are based on the competency profiles and a questionnaire which includes questions about the above-mentioned skills and participants indicate how successfully apply them at their job from their point of view. The Spanish
and Hungarian manager profile differs in various aspects. Spanish respondents tend to follow fewer rules and require more independency. Hungarians are rather compromise in conflicts; Spaniards are
less cooperative and more dominant. Spanish managers are more intuitive and emotional driven, while Hungarians are being more realistic. Hungarians are able to make more stable decisions, but at the slower pace than Spaniards. Comparing the profiles and the participant’s beliefs about their abilities, both groups gave higher scores for themselves than their profiles results. The tendency is even more significant at the Spanish sample. These results can be a base of developmental trainings or coaching
sessions for each group. Furthermore, soft skills are very important in leadership, therefore developing them could be a focus point even before a leader gets promoted. These findings and other professional results suggest that skill development should start even at university and collage levels, than should also continue during each professional’s career path.

Key words

leadership skills, inter- and intrapersonal skills, hospitality managers, self-awareness


[1] Tas, R. (1988). Teaching Future Managers. The Cornell Hotel and Restaurant Administration Quarterly, 29(2), 41-43.
[2] Stogdill, R. M. (1974). Handbook of leadership. New York: Free Press.
[3] Hogan, R., Curphy, G. J., Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American psychologist, 49(6), 493.
[4] Sandwith, P. (1993). A hierarchy of management training requirements: The competency domain model. Public Personnel Management, 22(1), 43–62.
[5] Dopson, L. & Tas, R. (2004). A Practical Approach to Curriculum Development: A case study. Journal of Hospitality & Tourism Education, 16(1), 39-46.
[6] Johanson, M., Ghiselli, R., Shea, L. J., & Roberts, C. (2011). Changing competencies of hospitality leaders: A 25-year review. Journal of Hospitality & Tourism Education, 23(3), 43-47.
[7] Petkovski, K. (2012). Required skills and leadership characteristics of a modern manager in tourism and hospitality. UTMS Journal of Economics, 3(1), 91-96
[8] Cherniss, C., & Goleman, D. (2001). The emotionally intelligence workplace. How to select for measure and improve emotional intelligence in individuals, groups and organizations san Francisco: Jossey-Bass.
[9] CG Davidson, M., McPhail, R., & Barry, S. (2011). Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.
[10] Scott-Halsell, S. A., Blum, S. C., & Huffman, L. (2008). A study of emotional intelligence levels in hospitality industry professionals. Journal of Human Resources in Hospitality & Tourism, 7(2), 135-152.
[11] Kalargyrou, V., Pescosolido, A. T., & Kalargiros, E. A. (2012). LEADERSHIP SKILLS IN MANAGEMENT EDUCATION. Academy of Educational Leadership Journal, 16(4).
[12] Somlai, R. (2017). Vezetői kompetenciák felmérése a szállodaipar különböző szegmenseiben. TAYLOR, 9(1), 101-110.
[13] Jonckers, P. (2005). General trends and skill needs in the tourism sector in Europe. Trends and skill needs in tourism, 7-12.

Share this

Association of Economists and Managers of the Balkans – UdEkoM Balkan
179 Ustanicka St, 11000 Belgrade, Serbia


Udekom Balkans is a dynamic non-governmental and non-profit organization, established in 2014 with a mission to foster the growth of scientific knowledge within the Balkan region and beyond. Our primary objectives include advancing the fields of management and economics, as well as providing educational resources to our members and the wider public.

Who We Are: Our members include esteemed university professors from various scientific disciplines, postgraduate students, and experts from ministries, public administrations, private and public enterprises, multinational corporations, associations, and similar organizations.

Building Bridges Together: Over the course of nine years since our establishment, the Association of Economists and Managers of the Balkans has established impactful partnerships with more than 1,000 diverse institutions across the Balkan region and worldwide.

EMAN conference publications are licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.