Women in hospitality leadership: barriers and best practices in Aruba

Abstract

Abstract The current study uses qualitative semi-structured interviews to assess the perceived barriers and best practices of women at two different levels of leadership in the hospitality industry in Aruba. There were differences between levels related to acknowledgement and response to the glass ceiling, stereotyping, and work-life balance. Absence of formal higher education did not limit advancement to higher level positions. The majority of women used an inclusive, democratic leadership style unless it was deemed ineffective, and mentoring played a large role in the success of women in leadership. Implications for academics and practitioners in small island economies are discussed.