Abstrakt

Human capital management's managerial practices during a crisis ensure the achievement of main strategic objectives and result in long-term values, such as organizational learning, resilience, innovation, and business flexibility. Therefore, this study considers the social sustainability perspective in the hospitality industry as a critical aspect of crisis management. It specifically discusses differences and similarities between males’ and females’ leadership styles during the COVID-19 pandemic, adopting Goll and Zięba’s (2025) Hospitality Human Capital Process Model in Crisis Management as the guiding framework. The value of the given qualitative view is a more in-depth understanding of how gender can determine a leader’s focus in stressful events such as a crisis. The results indicated that female leaders adopt a more relationship-oriented leadership style during crises, utilizing emotional intelligence to determine effective ways to ensure the team's and the business's safety. In contrast, male leaders take a more strategic approach, focusing on organizational adaptation, finances, and morale. Additionally, the findings revealed that female leaders prioritize social capital, evident in their emotional support for employees and a strong emphasis on health, safety, and overall well-being through team and company bonding. Male leaders placed greater focus on structural capital. Despite their differing priorities, male and female leadersshared the goal of enduring extreme situations. Ultimately, the practical conclusion is that gender-diverse boards will likely be more efficient in ensuring long-term survival in the hospitality industry. Unlike previous studies focused on HR professionals in large hospitality enterprises, this research targeted small restaurant owners and managers in a distinct hospitality sector to offer a typically neglected perspective. It provides food for thought not only for academics but also for small business owners/managers.

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