... The extant research into the hospitality industry suggests that not only does the successful manager in hospitality have to be hard working, diligent, and energetic with a strong bias for action and completion (Faiola, 1994;S. M. Kim, 1994;Ladkin & Laws, 2000;Nebel, 1991;Purdue, Ninemeier, & Woods, 2000;Ross, 1995a;Swanljung, 1981;Tas, et al., 1996;Woods, Rutherford, et al., 1998), the manager also needs a suite of fundamental skills and attributes such as listening skills, empathy and sensitivity, and psychological disposition (Berger & Bronson, 1981;Berger & Ferguson, 1986a, 1986bBerger, et al., 1989;Brownell, 1994aBrownell, , 1994cGhei & Nebel, 1994;Peacock, 1995;Riley & Ladkin, 1994) as well as "traditional hospitality skills" (Assante, 1998;Avgoustis, 1996;Chan & Coleman, 2004;Chung-Herrera, et al., 2003;Damitio, 1988;Dotson, 1993;Faiola, 1994;Mullins & Davies, 1991;Nelson, 1994;Ole-Sein, 1994;C. Roberts & Shea, 1995;Rudolph, 1999;D. ...