This study is about an investigation of the effects of the operational practices of the
hotels in terms of their leadership competency and organizational culture on their
responsiveness that would then lead to their performance improvement. In other
words, we argue that hotel performance in terms of its revenue can be improved
through operations practices of leadership competency and organizational culture. The
findings of this study would add further knowledge in the area of service operations
practices, especially in the “soft” issues (Fang and Wang, 2006) related to management
in the hotel industry. Specifically, we examined the relationships among the soft issues,
namely leadership competency and organizational culture practices, responsiveness,
and hotel revenue. In turn, using the structural equation modeling, we found that both
practices, i.e. leadership competency and organizational culture, have positive
relationships with responsiveness. In addition, we also found that responsiveness has a
positive relationship with hotel revenue. These findings imply that