Reducing leadership in the hospitality industry to a mere function of “direction and control” is insufficient to explain the experiential, relational, and high-contact nature of service production. In this labor-intensive sector, characterized by the simultaneity of production and consumption, value is constructed less through physical infrastructure than through micro-interactions between guests and employees and through moments of contact shaped by time pressure. For this reason, quality cannot be structurally secured solely by defining procedural standards, what proves decisive is the consistent reproduction of those standards at every touchpoint with a coherent emotional tone, relational logic, and behavioral pattern. Within this framework, leadership is conceptualized as a system-constituting organizational capacity that translates strategic intent into operational practices, transforms culture into norms, and embeds those norms into reproducible service routines. This chapter analytically grounds this perspective through transformational, servant, and ethical leadership approaches. Transformational leadership renders vision visible in the micro-moments of service delivery by integrating strategic objectives into daily service behaviors through training systems, performance management, and reward mechanisms. Servant leadership generates frontline initiative, contextual decision-making, and effective service recovery capacity by combining empowerment with psychological safety. Ethical leadership, in turn, constructs a governance architecture grounded in fairness, transparency, and justifiability, thereby safeguarding trust and long-term brand equity. At the managerial level, the central implication is that sustainable performance depends not on isolated practices but on organizational design capable of systematically producing intermediate mechanisms such as vision alignment, horizontal coordination, learning cycles, and ethical risk management. Ultimately, leadership is repositioned as the constitutive determinant of the organization’s capacity to produce consistent experiences, which lies at the core of competitive advantage in the hospitality context.