Chapter Two The Supervisor as Leader

• You and Your

People

• The Nature of Leadership • Choosing a

Leadership Style

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You and Your People • Hotels and restaurants depend on large numbers of

people to fill low wage jobs.

• Turnover rate for hourly workers in full-service

restaurants can be 100% or more!!!

• The industry employs people from all ages and

backgrounds however, most of them are from 18- 34 (Generation X).

• Over 50% of the hospitality industry are women. • Employees want more than just a paycheck. When

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jobs are plentiful, they can go elsewhere.

The Nature of Leadership

• Being a leader can be defined as someone whom people follow voluntarily.

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• Being a manager and a leader = being efficient and effective.

1.

2.

Seven Steps for a Foundation of Leadership Development Invest time, resources, and money needed to create a culture that supports leadership development. Identify and communicate differences between management skills and leadership abilities within a company.

Implement ongoing programs that focus on leadership.

3. Develop quantifiable measurables that support leadership. 4. Make leadership skills a focus of training. 5. 6. Know that in the right culture leaders can be found at

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7. Recognize, reward, and celebrate leaders.

entry level.

Authority and Leaders

• Formal authority is given to you by virtue of your position. • Formal leaders according to the organization chart are in charge.

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• Informal leaders are in charge by having the support of their employees. • Real Authority is given to you by having support of your employees.

Choosing a Leadership Style: The most popular types of leadership styles today are:

• Autocratic: Needs of employees comes second. Makes decisions without input from staff, gives orders and expects them to be obeyed. They believe that this is the only method employees will understand. • Bureaucratic: “ By the Book”, relies on rules, regulations and procedures for decisions. Appropriate for when employees can be permitted no discretion in the decisions to be made. 6

Leadership Styles Continued:

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• Democratic: Almost the reverse of the autocratic style. The supervisor wants to share and consult with the group in decision making. Informs employees about all matters concerning them. • Laissez- faire: The hands off approach. The supervisor does as little leading as possible. Delegates all power and authority to employees. Limited application to the hospitality industry.

The Old Style Boss

• Method: command-

obey, carrot-and-stick, reward and punishment, autocratic.

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• Results: far more likely to increase problems than to lesson them.

Theory X:

• People are

counterproductive. • Inborn dislike of work. • Must be coerced,

controlled, directed, threatened with punishment.

• People prefer to be

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led, avoid responsibility, lack ambition, and want security.

Theory Y- Douglas McGregor:

• Argued that work is

• Under the right conditions people accept and seek out responsibility. natural, people do not inherently dislike it.

• Imagination, ingenuity, and

creativity to solving problems is widely distributed in the population.

• People will work at their own accord towards objectives. • People become • Modern industrial

committed to objectives that fulfill inner personal needs.

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organizations use only a portion of the intellectual potential of the average human being.

Situational Leadership - Kenneth Blanchard & Paul Hersey

Two types of Leadership behaviors: • Directed behavior - Tell employees exactly what

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you want done, how, when, and where. The focus is to get the job done, it is best to use when employees are learning a new aspect of their job. Supportive behavior - Show caring, and support to you employees. Praise, encourage, and involve them in decision making. This is best to use when a employee lacks commitment to do a job.

Combining directive and supportive ~ four styles for different conditions:

1. Directing Style: A lot of directed and few

supportive behaviors.

2. Coaching Style: A lot of both directive and

supportive behaviors.

3. Supporting Style: Highly supportive behaviors. 4. Delegating Style: Low on both directive and

supportive because responsibility is turned over to employees.

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Transformational Leadership:

• Transactional leaders:

motivate through appealing to workers self interest (rewards). • Transformational

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leaders: act as a coach, lead by example, communicate, inspire, and provide workers with challenging jobs.

To develop your own style:

• Adapt your style to the situations, others, and yourself.

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• Build your self-awareness. • Be yourself. • Remember that managers’ numbers are the primary benchmark for evaluating their successes and failures.