Leadership, Management, Motivation and

Teamwork in the Events Industry

Managing People in the Service Industries
(BMB5002M)

"I declare that I am the sole author of this

assignment and that the work is a result of my
investigation, except where otherwise stated. All
references have been duly cited."

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Table of Contents

1.0 Executive summary ................................................ 3

2.0 The Events Industry ............................................... 3

2.1 Types of events.................................................... 3

3.0 What are management and leadership and how do

they work in the Events Industry? ................................ 4

3.1 Shared leadership in events ................................ 4

3.2 Goleman’s Six Leadership Styles ......................... 5

4.0 How Motivation theories help motivate teams and

individuals in the events sector .................................... 6

4.1 Hertzberg’s Motivation and Hygiene theory ....... 6

4.2 Tuckman’s Theory ............................................... 7

4.3 Psychological contract ......................................... 7

5.0 Challenges and changes in the Events Industry ..... 8

6.0 Conclusion ............................................................... 9

7.0 References .............................................................. 9

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1.0 Executive summary
This assessment will argue and consider management and leadership styles and theories in
the events industry as well as how motivation helps teams and individuals. Throughout the
assessment, different events will be analysed as well as recent and ongoing challenges that
the events industry has and are facing.
Goleman's six theories will be used to analyse the different leadership styles and how they
fit with leaders in event management. Alongside this, looking at Hertzberg’s motivational
theory and how this drives teamwork within teams as well as individuals. The essay will
explore and analyse in the conclusion which styles are the most effective and how the styles
help develop motivation within teams and individuals in the events industry.

2.0 The Events Industry

Eason- Bassett and Reic et al (2021) state that the events sector is now working in a new
landscape, showing that the sector has and will continue to show resilience and adapt in
ever-changing situations. This links to Bladen et al, (2013 pg 3) who describe the event
industry as continuing to grow and develop every year and that they have an important
function within society which help people share rituals and celebrate. (Raxaq 2015)
The Events industry has developed for many years according to Palmer and Lloyd (1972)
who state that customs and traditions have developed as a result of immigration and have
developed our heritage and have continued to do so. In 2022 according to Raj et al 2007 pg
10, the British events sector is worth £40 billion.

2.1 Types of events

The events industry has a range of events. Raj et al (2017) state that there are many
different events such as sporting events, music events, and corporate and political events.
As well as this, Janikee (1996) define local and community events as owned by a community
that uses volunteers and services from the community. Compared to this according to Jago
and Shaw (1998) mega-events are major events which are often subcategories of major
events. Finally, Bowdin (2011) describes major events as events on a bigger scale that often
attract tourists and bring economic revenue to the host country. All these events are
connected and come together to create the events industry.

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3.0 What are management and leadership and how do they work in
the Events Industry?
Kouzes and Posner (2002,) believe that effective management and leadership need insight,
good self-awareness, key organizational skills, communication, reinforcement, being able to
develop a future vision for the business and successful recruitment skills.
This links to (Northouse 2007) has defined leadership in the events industry as a process by
which a manager or individual influences others to accomplish a job or objectives in a
coherent and organized manner. This opinion states that to be a successful leader in the
events industry, accomplishing a job in an organised manner and influencing others is key.

This definition is a great way to describe how leaders in the event industry should develop a
range of characteristics because according to Imam and Zaheer (2021) effective leadership
and management in events are crucial because of the ever-changing sector of events which
is now working in a new landscape due to the effect of the Covid-19 pandemic. This has led
to the sector dealing with new economic forecasts and new operational structures (Eason-
Bassett and Reic, 2020; EventMB 2021) which shows that leaders need to have resilience
and the ability to adapt their skills in different situations.

Kotter (1990) links effective management and how this creates good leaders. In events an
effective manager plans and deals with budgeting as well as allocating teams and resources.
This is important for event leaders because Kotter (1990) argues that this helps establish
direction for events, create a vision for future events and develop strategies and individually
and collectively achieve goals. Another effective management skill in the events industry is
problem-solving, providing consistency within the event teams and monitoring results after
and during events. All these functions and attributes lead to effective management
functions which link together to create the ideal leaders in the events industry.

3.1 Shared leadership in events

Lorinkova and Bartol (2021) state that shared leadership is focused on the relationship
aspects of leadership and that leadership is shared around an organisation to help
effectivity, productivity and team performance. Dubrin (2004 pg 12) argues that in the

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events industry leaders must “inspire confidence and support among the people who are
needed to achieve organizational goals”. This is important because, in the events industry,
collective teams and groups are needed to help achieve long and short-term goals. This idea
is also shared by Spillane (2006) who argues that shared leadership is good for events and
teams because it enables the ‘spread’ of key leadership roles and practices such as power,
influence and decision-making. This is a good leadership style in events because different
people have different strengths and weaknesses, therefore this leadership style lets the
right person deal with the situation and overall improves teamwork as well as leadership.
This idea that the events industry has a variety of situations and requires different leaders is
backed up by Bladen et al (2018) and Mair (2009) who state that events require a variety of
leadership, and reliance on teamwork to help with the delivery of complex events.

Fu et al (2020) concluded that shared leadership positively helps and improves team
members’ productivity in events and hospitality. Therefore, shared leadership is a very good
style of management and leadership in the events sector and can positively help drive event
teams’ performance. Fausing et al (2013) state that shared leadership has a stronger and
more pronounced effect on the outcome of events and Erkutlu (2012) states that this has a
significant impact on productivity. This leadership in events is important because LaFasto
and Larson (2001) state that this method helps events because clear goals are set, rewards
behaviour to help motivation, build confidence, shares leadership roles, and effective
feedback, which are all crucial to the development of the events industry because having a
motivated and inclusive team within the industry, keeps a positive environment and overall
develops positive events.

3.2 Goleman’s Six Leadership Styles

Goleman develops six leadership styles when looking at different types of characteristics
that leaders have. This was linked with the idea of emotional intelligence and how this links
to successful leadership (Goleman 2000). These styles are visionary, commanding, affiliative,
democratic, pacesetting and coaching. In event management leaders can often be taken on
as visionary and affiliative leaders who are self-confident, empathetic, inspire, and lead new
directions. They also have skills such as maintaining relationships within teams which can

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link to the idea of shared leadership. These leadership styles are important because event
leaders need to be able to work and motivate teams, be authoritative, and inspire. (Kotter
1998). According to Burke and Barron (2014 pg 92) Goleman states that “leaders who have
mastered four or more styles-especially the authorities, democratic, Affiliative and coaching
styles- have the best climate and business performance.” This shows that leaders in events
have to range of characteristics and abilities to succeed.

4.0 How Motivation theories help motivate teams and individuals

in the events sector
Wellington (2011 pg 52) describes motivation as “inspiring others to work, individually or in
groups.” This links to Bruke and Barron (2014) who argue that event project managers have
to use the correct appropriate styles of leadership to control the workforce's manner and
motivation, making sure that goals and tasks are met on time and accurately. In the event
industry, developing a good relationship between leaders and employees stops any issues,
reducing motivation within teams and individuals. Correia de Sousa and van Dierendonck
(2014) back this up by stating that a good relationship between leaders and employees and
how well-being is dealt with helps drive a more open relationship as well as better
performance generated in events. This is good because the events industry has a range of
leaders, sharing responsibilities and having a more open leadership within teams, help
drives motivation within the events industry teams.

4.1 Hertzberg’s Motivation and Hygiene theory

Ball (2003) states that Hertzberg’s motivational theory is split into two categories: hygiene
factors and motivational factors, which are described as the ‘two need system’.
Motivational factors help motivate teams and individuals and hygiene factors hinder teams’
motivation but need to be present to overall achieve high motivation in teams. He argues
that there are separate sets of factors in the workplace that cause satisfaction and
dissatisfaction (Hertzberg 1996 & Nickerson 2021). In events, Ball (2003 pg 1) states that to
motivate your staff jobs and tasks must “be challenging, have scope for the enrichment and
be interesting” This is important because having satisfaction and reward from events and

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other tasks, leads to teams and individuals becoming happier as well as becoming more
confident and eager due to the sense of achievement. In events having more motivational
factors is important because teamwork is vital to achieving a positive outcome in the events
industry, therefore a lack of motivational factors leads to more hygiene factors.

This can be negative according to Ball (2003) because even though the factors do not cause
dissatisfaction but do not provide motivation, which is very important for event
management leaders to help increase team motivation. Ball (2003) also states that
managers need to understand employees' skills, abilities and individual goals can help
develop teams and give them more opportunities. This can lead to a greater commitment by
staff and overall greater loyalty.

4.2 Tuckman’s Theory

According to Turkmen & Jensen (1977), Tuckman developed a key theory about how teams
and groups develop through stages- forming, storming, norming and performing. The theory
was based on how teams go through stages and overcome challenges to achieve their goals.
This model is important for team motivation and teamwork because they have to deal with
conflict within their teams, as well as problem-solving which overall helps teams work
together as well as track the group's progress throughout the event planning process and
overall achieve higher motivation to get through the required stages and stronger
teamwork is built throughout. Nasibov (2015) states that through these stages motivation is
improved because decision-making and working environment are improved as well as
employees become more productive as a result. Therefore, overall strengthening events
teams and motivation in this industry improved. Tuckman (1977) states that the model is
good for leaders in events because helps team performance, develop organizational skills as
teams and comes through conflict which in events is extremally important.

4.3 Psychological contract

Robinsons & Morrison (2000) describe the psychological contract as the relationship
between the employee’s and manager’s expectations with salary, benefits, bonuses,
fairness and decision-making. When these are not met, this is a breach of the contract

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which can have effects on employees' behaviours. Psychological contracts are important in
events because Bolden (2011) states that event teams often work together more willingly,
resulting in better teamwork and overall better outcome of events. This, therefore, shows a
positive leadership style for the events industry. This Is further proved by Cropanzano et al
(2017) and Lindquist et al (2016) who state that psychological contract is directly connected
to the outcome of events; negatively or positively and therefore a key leadership style in
events.

5.0 Challenges and changes in the Events Industry

Silvers (2008), states there are always changes or incidents occurring in the event industry
because things never go precisely as planned and we can never eliminate all risks.
Throughout the years, the events industry has rapidly grown and expanded due to many
factors such as technological development, customized events, new management
techniques as well as new events such as webinars and international conferences. All these
new events and growth within the industry are the driving factors for recent change (Dredge
& Whitford 2011; Elgin et al 2021). According to Gossling et al (2020), the events industry
had major challenges during and after covid-19, due to the industry’s reliance on people,
the role of guests and employees which led to the events industry adjusting due to the
spread of Covid-19 according to Chan et al (2021), therefore Nolan (2020); Getz & Page
(2016) are true when stating that events grow in all circumstances. These challenges further
show, that according to Woodruffe (2006) hiring the right managers to deal with and drive
companies forward is key to the events industry’s future.

One of the key changes to the events industry after the pandemic is virtual events.
According to Porpiglia et al (2020), meetings and conferences have developed significantly
during covid-19 which helped develop social communication and technology systems. This
development was successful for the events industry because it meant that events could
happen all over the world, including a range of people joining the events at any time and
place even through a pandemic. This again proves the adaptability and resilience of the
industry. However, according to Howard (2022), virtual events have limitations. Examples
are that virtual events do not attract the level of attendees, which brings in less funding. As

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well as this, virtual events will never offer the level of face-to-face interaction that normal
events bring. Wellington (2011) is right when stating that managers must continue to
remove hurdles and overcome challenges as the industry grows.

6.0 Conclusion
In conclusion, the events industry is a very challenging sector. Ensuring the right
management and leadership styles are very important to help develop the industry.
Teamwork and motivation must continue to develop to keep teams and individuals
motivated in the workplace. Overall, shared leadership is extremely effective leadership
because it creates a positive atmosphere as well as sharing jobs to create a positive and
motivating environment. Following Tuckman’s theory helps teams and leaders push through
stages and develop as teams, which overall helps achieve short- and long-term goals.
Hertzberg's motivational theory is effective because it creates rewards for teams and
individuals which helps drive effective event teamwork. In recent times, challenges that
managers and leaders have faced such as covid-19, new technological changes, new
managerial techniques as well as new workplace conditions have meant that managers have
to adapt and change to fit these circumstances and will have to continue to do that.
As shown in this essay, a range of leadership and management styles are needed in events
to tackle different individuals and groups in the industry. This is important to achieve goals
and continue to motivate people in the events industry.

7.0 References