Why hotel crisis plans collapse when panic sets in, according to hospitality leaders 

The study, published in International Journal of Hospitality Management, found that the best hospitality leaders were those who thoroughly planned for crisis long before they happened and did not treat crises as operational problems. From pandemics and cyberattacks to reputational scandals and staffing crises, hospitality leaders are increasingly being forced to balance business survival with the wellbeing of employees and guests. 

Researchers found that successful crisis leadership depends less on rigid rulebooks and more on leaders being able to stay calm, communicate honestly and adapt quickly as situations evolve. The study identified eight key leadership skills that become critical during crises, including emotional regulation, ethical decision-making, collaboration and strategic thinking. 

The research also challenges the traditional idea that crisis management is simply about reacting once something goes wrong. Instead, the researchers propose a three-stage leadership model focused on preparation before a crisis, decisive action during disruption and reflective learning afterwards to improve future resilience. 

Researchers warn that hospitality businesses are especially vulnerable because crises play out publicly, often in front of guests, staff and social media audiences simultaneously. This creates pressure not just to solve operational problems but also to protect trust and reputation in real time. 

Dr Youlan Li, lead author of the study and researcher at the University of Surrey, said: 

“Hospitality leaders are no longer just managing operations during a crisis. They are managing fear, uncertainty, public trust and the emotional wellbeing of their teams all at once. The old command-and-control leadership style simply does not reflect the reality of modern crises.” 

The research was based on in-depth interviews with 22 senior hospitality leaders from hotel groups in the UK and China, including CEOs, managing directors and general managers. Researchers analysed how leaders described handling crises ranging from Covid-19 and financial disruption to operational failures and reputational threats. 

Researchers found that leaders who performed best during crises focused heavily on preparation long before problems emerged, including scenario planning, crisis rehearsals and building trust within teams. During live crises, successful leaders balanced rapid decisions with transparency and empathy, while post-crisis recovery focused on learning lessons rather than simply returning to normal. 

The researchers say the findings could help hospitality businesses become more resilient at a time when the industry faces growing instability from economic uncertainty, global conflicts, climate-related disruption and changing consumer expectations. 

Dr Xuan (Lorna) Wang, co-author of the study and Associate Professor in Marketing and Revenue Management at the University of Surrey, said: 

“A crisis can destroy trust in a matter of hours. What matters is not whether disruption happens, but whether leaders are prepared to respond in a way that protects people, maintains confidence and helps organisations recover stronger.” 

ENDS 

Note to editors: 

• For interviews with Dr Youlan Li and Dr Xuan (Lorna) Wang, please contact: mediarelations@surrey.ac.uk 
• The full study has been published in: International Journal of Hospitality Management