D.B.A. Baker College (Michigan), 2013.
Specialization: Management; Business
Effective leadership behaviors of single-unit quick-service restaurant managers: A phenomenological study
218 pages. UMI #: 3601421
Citation, Abstract & Full text in ProQuest Dissertations & Theses Database
There was a lack of research that investigated the leadership behaviors of single-unit quick-service restaurant managers. The purpose of this phenomenological study was to identify the effective leadership behaviors of quick-service restaurant managers and the impact of effective leadership behaviors on subordinate turnover. The influence theory of leadership holds that the behavior of the leader impacts, whether directly or indirectly, the behavior of the follower. This study was guided by two research questions. The purpose of the first question was to identify the effective leadership behaviors of quick-service managers. The first question was: What are the effective leadership behaviors of single-unit quick-service restaurant managers as perceived by quick-service restaurant franchise owners? The purpose of the second question was to determine the impact of effective leadership behaviors on subordinate turnover in quick-service restaurants. The second question was: What is the impact of effective leadership behaviors of single-unit quick-service restaurant managers on employee turnover? In this phenomenological study, face-to-face interview was conducted with five CSW (pseudonym) franchise owner/operators to identify the effective leadership behaviors of quick-service restaurant managers as well as the impact of management leadership behaviors on employee turnover at the unit-level of quick-service restaurant organizations. The participants of the study were selected using the purposeful sampling technique. The researcher collected the data using a standardized interview protocol. The data was analyzed using Moustakas' (1994) adaptation of the van Kaam method for analyzing phenomenological data. Six findings emerged from the study. The researcher: found that effective leadership behaviors positively impacted the operational success of quick-service restaurants; identified six leadership behaviors that were essential to quick-service restaurant operation; found that effective leaders are hired from within; concluded that leadership development processes in the QSR segment were similar to processes deployed in other industries or professions; found that effective leadership positively impacted crew member turnover; and concluded that training was an effective means of mediating crew member turnover. The researcher posited two practical implications of the study. The researcher posited that in order to develop effective leaders, thus reducing crew member turnover, QSR owner/operators must build the bench and use training as a retention tool.