CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview You and Your People Characteristics of Leaders The Nature of Leadership Choosing a Leadership Style Developing Your Own Style Ethics The Supervisor as a Mentor

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved You and Your Employees Hotels and restaurants depend on large numbers of people to fill low wage jobs. One out of every eight Americans now working have worked in McDonald’s since it first opened 50 years ago. 8% of American employees work in foodservice The hospitality industry is composed of 70% part-time, short-term people.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Characteristic of Leaders A person’s drive shows that he or she is willing and able to exert exceptional effort to achieve a goal. Leaders have a desire to influence others. Leaders have self-confidence. A leader needs a high level of intelligence influence others.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 2.1 Characteristics and traits of effective leaders.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Primary Sources of Power Legitimate power – derived from an individual’s position in an organization. Reward power – derived from an individual’s control over rewards.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Primary Sources of Power Coercive power – derived from an individual’s ability to threaten negative outcomes. Expert power – derived from an individual’s personal charisma and the respect and admiration the individual inspires. Many leaders have a combination of these sources of power to influence others.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved The Nature of Leadership Being a leader can be defined as someone whom people follow voluntarily. Not all managers make great leaders, but most managers will benefit from leadership training. Being a manager and a leader = efficiency and effectiveness.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved 7 Steps for a Foundation of Leadership Development 1.Invest time, resources, and money needed to create a culture that supports leadership development. 2.Identify and communicate differences between management skills and leadership abilities within a company. 3.Develop quantifiable measurables that support leadership. 4.Make leadership skills a focus of training. 5.Implement ongoing programs that focus on leadership. 6.Know that in the right culture leaders can be found at entry level. 7.Recognize, reward, and celebrate leaders.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Authority and Leaders Formal authority: is given to you by virtue of your position. Formal leaders: are in charge according to the organization chart. Real authority: is given to you by having support of your employees. Informal leaders: are in charge by having the support of their employees.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Choosing a Leadership Style The most popular types of leadership styles today are: Autocratic: Needs of employees comes second. Supervisor makes decisions without input from staff, gives orders and expects them to be obeyed. Bureaucratic: Leading “ 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.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Leadership Styles 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.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 2.2 The pros and cons of each leadership style.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved The Old Style Boss Traditional autocratic method of dealing with hospitality employees has been command-obey method combined with carrot-and-stick motivation of reward and punishment. This method is far more likely to increase problems than to lesson them.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Theory X Douglas McGregor claimed business organizations based their management of employees on three faulty assumptions about the average human being: 1.People are Inborn dislike of work. 2.People must be coerced, controlled, directed, threatened with punishment to get work done. 3.People prefer to be led, avoid responsibility, lack ambition, and want security above else.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Theory Y McGregor agrues: 1.Work is natural, people do not inherently dislike it. 2.People will work at their own accord towards objectives. 3.People become committed to objectives that fulfill inner personal needs. 4.Under the right conditions people accept and seek out responsibility. 5.Imagination, ingenuity, and creativity to solving problems is widely distributed in the population. 6.Modern industrial organizations use only a portion of the intellectual potential of the average human being.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Situational Leadership Kenneth Blanchard & Paul Hersey sorted leadership behaviors into two categories: Directed behavior - Telling employees exactly what you want done, as well as when where and how to do it. The focus is to get the job done. Supportive behavior - Showing care, and support for your employees by praising, encouraging, involving them in decision making, and helping them reach solutions. This is best to use when a employee lacks commitment to do a job.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Combining Directive and Supportive Behaviors Blanchard and Hershey came up with: 1.Directing Style: High on directive and low on supportive behaviors. 2.Coaching Style: High on both directive and supportive behaviors. 3.Supporting Style: High on supportive and low on directive behaviors. 4.Delegating Style: Low on both directive and supportive behaviors.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Transformational Leadership Transactional leaders: motivate through appealing to workers self interest (rewards). Transformational leaders: act as a coach, lead by example, communicate, inspire, and provide workers with challenging jobs.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Figure 2.3 Transformational leaders.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Empowerment A technique used by participative leaders to share decision-making authority with team members. Giving employees more control over their decisions resources and work.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Developing your own style The best style of leadership, for you, is whatever works best in terms of these three basics: 1.Your personality. 2.The employees you supervise, the situations you face. 3.Build your self-awareness.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Vision and Awareness As you develop awareness and vision, you will see an obvious for change. Following is a six-step method for making changes: 1.State the purpose. 2.Involve others. 3.Test the plan before you implement it. 4.Introduce the change. 5.Maintain and reinforce the change. 6.Follow up.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Ethics A set of moral principals or rules of conduct that provide guidelines for morally right behavior. There are ethical considerations in many of the decisions that you will make, from personal management issues to money issues to purchasing and receiving practices.

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Ethics The following are five questions that you can use to help decide how ethical a decision is: 1.Is the decision legal? 2.Is the decision fair? 3.Does the decision hurt anyone? 4.Have I been honest with those affected? 5.Can I live with my decision?

CHAPTER 2 The Supervisor as Leader Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved The Supervisor as Mentor As you become more experienced and proficient a being a hospitality supervisor, it is likely that you will mentor those who are less experienced. A mentor is a leader, an excellent role model, and a teacher. Being a mentor can be gratifying because you have contributed to someone else’s career.