The objective that motivated this research was to analyze how the strategies adopted by Accor Hotels in Brazil were influenced by its executive directors between 1974 and 2006. A theoretical approach was used, based on texts about strategy and leadership. In order to find out the respondents’ views, a qualitative case study was carried out. Thirteen executives involved in the strategic management of the organization were interviewed. The most important method used was the semi-structured interview, to collect data from each of the respondents. The analysis of the data involved the description and interpretation of the different aspects of the phenomenon investigated. Since the organization, of French origin, was seeking growth in the turbulent Brazilian environment, the interactions between the individuals and the company helped Accor Hotels to gain, and keep its leading position on the market. The results indicate that the strategies adopted by the company were influenced by the vision, knowledge and autonomy of its executives. Thus, it is hoped that this research has contributed to scientific knowledge in that it identifies the formation of a dominant coalition that also molded the strategies, and determines succession between leaders as an important aspect in retaining the growth trajectory of the hotel chain. Key words: Leadership – Hospitality – Accor Hotels