MBAA PRESENTATION-Model for effective QSR leadership
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Similaire à MBAA PRESENTATION-Model for effective QSR leadership
Similaire à MBAA PRESENTATION-Model for effective QSR leadership (20)
MBAA PRESENTATION-Model for effective QSR leadership
- 1. Presented at the 2014 MBAA International Conference in Chicago, IL Dr. Carlotta S. Walker, DBA
- 2. Purpose To develop a model for effective QSR leadership Problem Previous research focused on: Leadership effectiveness at the multi-unit management (area supervisor-level) of the organization Single-unit success management characteristics rather than identifying specific leadership behaviors which are most effective
- 3. Transformational Leadership Bass & Avolio (1994) Transactional Leadership Servant Leadership Greenleaf (1977) Charismatic Leadership Individualized Influence Active Management by Exception Valuing People Envisioning Intellectual Stimulation Passive Management By Exception Developing People Enabling Individualized Consideration Laissez-Faire Building Community Energizing Inspirational Motivation Contingent Reward Displaying Authenticity Providing Leadership Sharing Leadership
- 4. Butler (2006): Top 10 Reynolds (2000): Top 10 Ethics Organizational Skills Leadership Interpersonal Skills Work Ethic Honesty/Integrity Interpersonal Skills Technical Knowledge Communication Leadership Skills Customer Service Passion Developing Others Customer Service Capacity to Learn Self-Confidence Organization & Planning Ability to handle stress Analytical Skills Flexibility/Creativity
- 5. Quick-Service Restaurant Environment Three Levels of Employment in QSR Franchise Organizations Owner/Operator Owns and supervises the QSR Usually acts as the Multi-unit supervisor for the franchise Larger franchise (5+ locations) operations may employ an area supervisor(s) to supervise multiple units Manager Supervises the operation of the single-unit Crew Member Executes operational tasks in the restaurant
- 6. Description of the QSR Environment Fast-paced Orders are often executed in less than 120 seconds High-pressure Orders must be accurate and delivered to customer expeditiously High-routinized work Taylorist Principles Standardized, Assembly-line operations Low-pay Mean pay in 2011 was $8.98 Young workforce In 2008, 43.2% of restaurant workforce was under the age of 25 High Turnover 120% turnover rate in first quarter of 2011 Compared to as low as 65% in fine dining segment
- 7. Qualitative Phenomenological Research Design Target Population Quick-Service Restaurant Owner/Operators Sample 5 Quick-Service Restaurant Owners who Operate Restaurants in Southeast, MI and Northern, OH Sampling Procedure Purposive Sampling Method Sampling Criteria Participants owned/operated at least 2 locations Participants employed a minimum of 4 managers Instrumentation 10 Question Semi-Structured Interview Protocol
- 8. 2 Findings 6 Most Effective Leadership Behaviors Develops Others Empathy Honesty Integrity Motivates Others Work-Ethic Single Most Effective Leadership Behavior Strong Work-Ethic
- 9. Transformational Behaviors Effective QSR Behaviors Idealized Influence Honesty/Integrity Inspirational Motivation Individualized Consideration Inspiration/Motivation Develops Others Servant Leadership Behaviors Effective QSR Behaviors Maintains Trust & Integrity Honesty/Integrity Develops People Develops Others Charismatic Leadership Behaviors Effective QSR Behaviors Enabling Develops Others Energizing Motivates/Inspires Others
- 10. Butler (2006): Top 10 Reynolds (2000): Top 10 Effective QSR Behaviors Ethics Organizational Skills Work Ethic Leadership Interpersonal Skills Empathy Work Ethic Honesty/Integrity Integrity Interpersonal Skills Technical Knowledge Honesty Communication Leadership Skills Develops Others Customer Service Passion Motivates Developing Others Customer Service Capacity to Learn Self-Confidence Organization & Planning Ability to handle stress Analytical Skills Flexibility/Creativity
- 11. Model for Effective Leadership Behavior
Notes de l'éditeur
- The leadership behaviors of quick-service restaurant managers are of great concern because leadership or a lack thereof impacts every aspect of the quick-service restaurant. Quick-service restaurant managers are vital to the success of quick-service restaurants. In most cases quick-service restaurants are staffed with a minimum of three managers at the unit-level: single-unit manager (unit/store-manager), assistant manager, and shift leader (Royle, 2000). The single-unit general manager may be viewed as the Chief Executive Officer (CEO) of the restaurant. They are charged with managing the operations and administrative tasks in their restaurant. Single-unit general managers handle the store-level human resources functions for their individual units including crew member recruiting, interviewing, selecting, and training lower level managers and crew-level employees (Bureau of Labor Statistics, 2009). The general manager is also are charged with managing the operations functions for their units including scheduling of employees, equipment maintenance, as well as ensuring that the standards for product quality and customer service are being met or exceeded (Bureau of Labor Statistics, 2009). The decisions making abilities and leadership capabilities of the general manager directly impact the overall performance of the restaurant. The role of the general manager’s management team is comparable to the roles of other executive-level roles such as senior-vice president or executive vice-president. The management team, which is typically comprised of an assistant manager and a shift supervisor, are charged with ensuring that the unit operates according to the general manager’s expectations. They are also charged with leading the crew members in a manner which is conducive to operational success. Just as the leadership behaviors of the CEO and executive team impacts the performance of the organization, the leadership behaviors of the quick-service restaurant team impacts the performance of the restaurant. Therefore, it is important to identify the leadership behaviors of effective QSR managers.
- The leadership models that provide a framework for the interaction between leaders and followers are categorized by Daft (2008) as influence theories, which consider the relationship between leaders and their followers. Daft described the concept of influence as the “effect a p. 362). Given the person’s actions have on the attitudes, values, beliefs, or actions of others” ( inferred relationship between leader and follower behaviors, Maxwell (2002) contended that influence is one of the foundations of leadership. Rendall (2006) elaborated on Maxwell’s contention regarding influence by asserting that influence is the “process of controlling self and persuading others” (p. 8) Four of the most prominent styles of influential leadership are transformational leadership, transactional leadership, charismatic leadership, and servant leadership. The four leader-follower aforementioned leadership models are also commonly referred to as the leadership models (Daft, 2008), which focus primarily on the relationship between organizational leaders and followers. While similar in nature, these leadership models have several distinct characteristics. Determining which leadership model to employ in an organization is very important as the success of the organization hinges upon the ability of the leader to communicate and interact effectively with subordinates. More important, organizational leaders must identify the most effective way to communicate and lead subordinates while accomplishing the organizations goals.
- While the leadership behavior of managers has been examined extensively in other professions and industries, the leadership behaviors of quick-service restaurant single-unit managers has received considerably less attention. Reynolds (2000) investigated the behaviorally based success characteristics of single-unit food-service managers. Reynolds used food-service synonymously with restaurant industry although food-service also includes prisons, lodging, schools, and other service enterprises. In addition, Reynolds did not differentiate between specific segments of the food-service industry (i.e., casual dining, quick-service, etc.) because he rationalized that the operations were similar in nature.Other researchers, such as Broner (2008), Gosser (2011) and Hall (2010), noted the differences between the various restaurant segments, and the impact that those differences has on leadership, turnover, and other organizational variables. Wilkinson (2010) also noted the differences between the leadership styles demonstrated by restaurant managers across the different segments of the industry. In his study of the leadership role profiles of restaurant industry managers, Wilkinson concluded that the leadership profiles of restaurant managers varied across each of the restaurant segments. Conceivably, the variance in leadership role profiles was a result of the distinct nature of each of the restaurant segments. Wilkinson found that quick-service restaurant managers used a less- 38 balanced and incomplete leadership role profile than their counterparts who managed establishments in the other restaurant segments. Reynolds (2000) did not differentiate across restaurant segments, but he concluded that effective single-unit food-service managers possessed the behaviorally based characteristics similar to managers in others fields. Reynolds grouped the results into 10 categories: 1.Interpersonal skills 2.Passion/Enthusiasm 3.Honesty/Integrity 4.Organizational skills 5.Leadership skills 6.Ability to handle stress 7.Restaurant experience 8.Focus on customers 9.Job-related self-confidence 10.Flexibility/Creativity (p. 97). The Reynolds (2000) model outlining behaviorally based characteristics of single-unit food-service managers is a start, but it does not identify the specific leadership behaviors of effective single-unit quick-service restaurant managers. Butler (2006) conducted a study that was very similar to the study conducted by Reynolds and concluded that the top 10 competencies of restaurant managers were as follows: 1.Core values and ethics 2.Leadership 3.Work ethic 4.Interpersonal skills 5.Communication 6.Service 7.Commitment 8.Training and Coaching 9.Capacity to learn 10.Organization and planning (p. 29). Butler (2006) findings seemed to overlap with Reynolds (2000) findings regarding Butler’s ’s single-unit restaurant management competencies across segments. Both Butler and Reynolds found that leadership was a core characteristic of effective single-unit restaurant management. Logically, the next step in the process should be to identify the specific leadership behaviors that are effective in the quick-service restaurant environment, given the importance of the role of quick-service unit managers to the success of the restaurant. In addition, the relationship between leadership behaviors of single-unit managers and subordinate turnover should be studied.
- The QSR environment is very unique.
- The primary purpose of this study was to identify the leadership behaviors that would be effective in the quick-service restaurant environment. The following six leadership behaviors were identified as being most effective in the quick-service environment: empathy; work-ethic; developing others; honesty; integrity; and motivates others. The researcher found that these characteristics were viewed as separate and distinct characteristics of effective leadership. This view is converse to Kouzes and Posner (2007) argument that integrity was synonymous with honesty. Both honesty and integrity were found to be essential behaviors. Similarly, Bass & Avolio (1994) inferred that that the concepts of inspiration and motivation were synonymous. Inspiration motivation is one of the components of transformational leadership. Inspirational motivation refers to the ability of a leader to inspire and motivate their followers (Bass & Avolio, 1994). The researcher found that inspiration and motivation were also viewed as distinct characteristics that were essential to QSR leadership Work-ethic was found to be the most essential to the operational success of the restaurant. To be successful in the QSR environment, restaurant managers must be willing to outwork everyone in the restaurant. The manager must also be willing and able to model this behavior for their crew members and delegate tasks whenever appropriate.
- The leadership behaviors that were identified in the study as being effective in the QSR environment are consistent with elements of three of the leader-follower models of leadership: transformational, charismatic, and servant leadership models. Four of the six leadership behaviors that were identified in this study are elements of the transformational leadership model. The transformational model of leadership is comprised of four key components: idealized influence, inspirational motivation, intellectual stimulation, and idealized consideration (Bass & Avolio, 1994). Idealized influence is a characteristic whereby great emphasis is placed on ethical conduct. In this study, participants responded that ethical behaviors such as honesty and integrity were effective leadership behaviors. Inspirational motivation refers to the leader’s ability to inspire and motivate others in the organization (Bass & Avolio, 1994). Both inspiration and motivation were found to be behaviors that were effective in the quick-service environment. Idealized consideration refers to a leader’s ability to empower, grow, and develop their followers both professionally and personally (Bass & Avolio, 1994). The ability to develop others was identified as a behavior of effective leaders. Two of the servant leadership characteristics were evident in the findings of this study. Integrity and the ability and desire to develop others are elements of servant leadership, and were behaviors that were found to be most effective in the QSR environment. Laub (1999) asserted that servant leaders provide opportunities and encouragement for their followers to learn and develop in their roles with the organization. In addition, servant leaders maintain a high-level of trust and integrity (Laub, 1999). Two of the components of charismatic leadership also emerged in the study. Energizing is a charismatic leadership behavior that refers to a leader’s ability to motivate their followers to achieve organizational goals (Nadler & Tushman, 1995). In this study, the energizing behavior was described as either motivates others or inspiration. The charismatic behavior of enabling was described by Nadler and Tushman (1995) as a leader’s ability to facilitate the success of their followers through support and development. In this study, the behavior of enabling was described by the respondents as develops others.
- Some of the effective leadership behaviors that were identified in this study were listed as key competency characteristics in the Butler (2006) and Reynolds (2000) studies of the competencies of food-service managers. Although both Butler (2006) and Reynolds (2000) concluded that leadership was one of the key competencies, they each also listed nine other competencies of restaurant managers that comprised their lists of top-down managerial competencies. The purpose of this study was to identify specific leadership skills that are effective in the QSR environment versus merely recognizing that leadership skills were a requisite for success. Butler (2006) and Reynolds (2000) concluded that leadership was the second and fifth (respectively) most important skill of restaurant and food-service managers.
- Effective QSR leaders must deploy a combination of behaviors that inspires and motivates their followers to behave in manor which is conducive to organizational success. The six leadership behaviors that are most conducive to success in the QSR organization are: empathy; work-ethic; developing others; honesty; integrity; and motivates others. Together, these leadership behaviors comprise the Model for effective QSR leadership. The Model for effective QSR leadership behaviors may be conceptualized as a framework for effective QSR leadership. First, effective QSR leaders are empathetic of their employees. They also demonstrate an unwavering work-ethic. Second, effective QSR are unafraid to work harder than all of their employees. Their strong work-ethic radiates throughout the restaurant and inspires their employees to work just a little bit harder. Third, effective leaders develop those around them. They relish in the opportunities to develop their crew members and managers into effective leaders. Furthermore, they are not threatened by the potential of their subordinates. In fact, they are proud of their subordinates who demonstrate leadership potential. Essentially, effective QSR leaders are leader-breeders. Fourth, effective leaders demonstrate a high-level of honesty and integrity. They walk the walk and talk the talk. Effective leaders demonstrate the ability to engage in ethical behavior in the most difficult of situations. They are charged with managing large sums of money on a daily basis. Effective leaders take this responsibility very seriously. Finally, effective QSR leaders are motivates their subordinates to give a little bit more. During an incredibly busy Friday night dinner rush, effective QSR leaders are able to motivate their employees to work a little bit harder, even when they feel as though they can’t give any more.