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A focus on employee well-being can translate to reduced turnover and burnout. Middle management needs to be provided training and education as well as experiences that enables them to be continually learning and growing. Managers and front-line leaders need knowledge, experiential learning opportunities, application practice time plus learning tools that focus on decision making to help create better work environments.

Supervisors and department heads are the bridge between executives and frontline employees. They may indeed be the most consequential leadership layer because they must translate policies, staffing decisions, service standards, and culture into actual workplace practices.

This is what happens when organisations treat people as numbers on a spreadsheet. Line and middle managers absorb some of the most demanding aspects of hospitality work: pressure from senior leaders and owners, the emotional needs of their teams, and the expectations, and sometimes unacceptable behaviour of customers.Good hospitality companies do exist, and many understand this reality.