Effective Leadership in Strategic Change Management
Restaurant managers shape the market position of businesses, and it is, therefore, advisable that effective leadership is used. In the case of managing strategic change, managers need to consult with experts before making decisions that may affect the performance and future of the organization. As the CEO of any company, weighing between the benefits and shortcomings of any leadership styles is essential if they are to manage change for the success of the business (Carter & Baghurst, 2014). According to Liden et al. (2014), managers and leaders need to adopt those leadership styles that influence the attitude of employees towards prioritizing the organizational needs over their own needs. Decisions should be made in consultation of other organizational so that they may feel part of the change implementation process. Liden et al. (2014) present a research conducted in several restaurants indicating that when leaders engage employees in the change process, more positive results are achieved (Liden et al. 2014). Therefore, this paper will revolve around servant leadership and situational leadership as the two leadership theories appropriate in managing change in the restaurant. The paper also acknowledges that there are many ways that a leader could be an effective leader and recommends to the CEO the most appropriate one for the current situation.
Leading and Managing Change
Restaurants are business entities whose performance is greatly influenced with how employees interact with customers. Given that the employees are already trained in customer relations, it would be of great importance if the CEO and the managers adopt leadership styles that would motivate employees to ensure customer satisfaction. Engaging employees in the implementation process and welcoming the opinions of all organizational staff could change work attitude and facilitate customer satisfactions. Such a bottom-up decision-making technique induces employees to take responsibility for the organizational performance, thus working towards the stated goal. The CEO would achieve effectiveness if employees felt that they were being treated well and that the organization not only contributes to organizational goals, but also to the needs of the employees. With the feeling that many employees would like to advance a career, transformative leadership will be effective in managing this change. Employees need to be motivated, treated well and nourished to ensure that they achieve customer satisfaction.
Leadership Theories the CEO could use
The change needed in the restaurant need to be strategically managed for the organization to survive in the dining market. Based on the Path goal theory of leadership, the CEO needs to come up with strategies to motivate the employees and retain them within the organization. In this case, she may need to offer a supportive, participatory, directive and goal-oriented leadership that focuses on achieving growth through the effective implementation of the new menu (Ogbeide, 2011). Employees, managers, and supervisors need to cooperate and work together to ensure the acceptability of this new menu among customers.
Also, the CEO could apply the Hersey Blanchard’s Situational Leadership theories to direct employees while supporting them to implement the changes required for the restaurant continues operating competitively. According to Ogbeide (2011), acknowledging employee maturity and delegating responsibilities to them could be a way of motivating employees to perform tasks assigned to them. The CEO could use this theory because most of the employees are aware of the tasks that need to be performed and what is required is little coaching on the new food service (Ogbeide, 2011).
I recommend that the CEO adopts a servant leadership in managing the strategic change. According to Liden et al. (2014) and Mcclean et al. (2013), servant leadership is positively linked to employee attitude and engagement in the workplace. Being an exemplary servant leader will motivate employees towards implementing the change. Moreover, employees will feel free to contribute whatever ideas they have that can improve food service in the industry as well as implementing the change for a positive outcome. The CEO should, therefore, embrace servant leadership and engage employees in the implementation process (Mcclean et al. 2013).
Effective leadership and management of change in any business require that the leaders consult experts on which decision to undertake. There are many options for implementing change and, therefore, managers and leaders need to weigh which ones are likely to lead to greater benefits. The situational theory and path-goal theories of leadership help managers in the food industry to manage change. Servant leadership allows leaders to influence work attitudes and motivate employees towards implementing change.
Carter, D., & Baghurst, T. (2014). The Influence of Servant Leadership on Restaurant Employee Engagement. Journal Of Business Ethics, 124(3), 453-464. doi:10.1007/s10551
Liden, R. C., Wayne, S. J., Chenwei, L., & Meuser, J. D. (2014). Servant Leadership And Serving Culture: Influence On Individual And Unit Performance. Academy Of Management Journal, 57(5), 1434-1452. doi:10.5465/amj.2013.0034
Mcclean, E. J., Burris, E. R., & Detert, J. R. (2013). When Does Voice Lead To Exit? It Depends On Leadership. Academy Of Management Journal, 56(2), 525-548. doi:10.5465/amj.2011.0041
Ogbeide, G. A. (2011). Leadership Styles for Foodservice Managers. Journal Of Culinary Science & Technology, 9(3), 177-192. doi:10.1080/15428052.2011.602300