Implementation of the Balanced Scorecard in the Hotel Sector through Transformational Leadership and Empowerment

Abstract

One of the current problems of the entrepreneurial world is the successful implementation of the Balanced Scorecard (BSC), which is why it is interesting to study the variables that can influence its application in business. The main purpose of this paper is to establish a theoretical model through the literature review, that should consider the relationship between the transformational leadership among company staff (Avolio, Bass and Jung, 1999) and the empowerment of the rest of employees ( Thomas and Velthouse, 1990 Spritzer, 1995) upon the achievement of an increased capacity for organizational learning in the implementation of the BSC in companies (Easterby-Smith & Araujo,1999) from the following perspectives: financial, customer, business process, learning and growth in major companies in the hotel sector, specifically in four and five-star hotels. The Balanced Scorecard (BSC) is a strategic management model (Norton & Kaplan, 1992) that allows the measurement and control of the tangible and intangible objectives based on the company´s mission and vision statements. The implementation of BSC has a great influence on the predisposition, training and motivation in middle as well as executive management through empowerment and leadership, hence the importance of the analysis of these variables by means of the BSC.