PRINCIPLES OF MANAGEMENT REPORT ANALYSIS OF LEADERSHIP IN MASTERCHEF US SEASON 01 EPISODE 05

FOREIGN TRADE UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION *** PRINCIPLES OF MANAGEMENT REPORT ANALYSIS OF LEADERSHIP IN MASTERCHEF US SEASON 01 EPISODE 05 Submitted by Group 2 Course Principles of M[.]

FOREIGN TRADE UNIVERSITY

FACULTY OF BUSINESS ADMINISTRATION

-*** -PRINCIPLES OF MANAGEMENT REPORT

ANALYSIS OF LEADERSHIP IN MASTERCHEF US SEASON 01 EPISODE 05

1 Overview

Leadership is a process by which an executive can direct, guide andinfluence the behavior and work of others towards accomplishment of specificgoals in a given situation Leadership is the ability of a manager to induce thesubordinates to work with confidence and zeal Leadership involvesestablishing a clear vision, sharing the vision so others will follow willinglyand providing the knowledge, information and methods to realize the vision.Basically, leadership is the ability of an individual or organization to lead orguide other individuals or organizations

According to Keith Davis, “Leadership is the ability to persuade others

to seek defined objectives enthusiastically It is the human factor which binds

a group together and motivates it towards goals.”

Nowadays in a global competitive business environment, leadershipskills are crucial for both personal and professional development Leadership

is an important function of management, which helps an individual or abusiness to maximize efficiency and to achieve goals Each organizationneeds a competent leader with wise vision in order to stand solidly in acompetitive market, assert a position, and counteract all opponent destructivetactics

2 Objectives

Our study aims to provide an insightful analysis of leadership byexamining personal traits of Gordon Ramsay, his behaviors and styles,supported by theoretical frameworks for a foundational understanding, usingall the knowledge learned from the Principles of Management course, along

execution of leadership in reality, we would also address somerecommendations for both Gordon Ramsay and other future leaders afterobtaining particular findings and outcomes.

3 Methods

For the ultimate efficiency in making clear of the points of discussion,

we would like to use a cut scene from the reality show MasterChef Junior

(season 1, episode 5) and would base our work on the leadership of GordonRamsay towards two teams competing for passing the challenge that occurredthroughout the piece The movie is representative of the requiredcharacteristics of an extreme and democratic leader when it comes to guidingthe kids

4 Structure of the report

To provide a logical and systematic analysis, this report’s content isdivided into 4 sections:

SECTION 1: THEORETICAL FRAMEWORK

SECTION 2: FINDING AND ANALYSIS OF LEADERSHIP

SECTION 3: RECOMMENDATIONS

SECTION 4: CONCLUSION

SECTION 1: THEORETICAL FRAMEWORK

1.2 Types of power

A leader's influence can determine how well common goals are met inthe workplace Power is one essential tool that outstanding leaders utilize.There are 5 types of power: coercive power, reward power, legitimate power,expert power and referent power

1.2.1 Coercive power

The foundation of coercive power is fear of losing jobs, promotion,demotion, negative performance reviews, loss of key projects, etc.Threatening others is how one gains this power This kind of authority can beused to hold employees to a high standard of performance Coercive powercan be used by leaders to make innovation a requirement for employeeperformance; if staff members aren't creative and innovative, they risk beingreplaced by someone who can

1.2.2 Reward power

Reward power is simply the power of a manager to give some type ofreward to an employee as a means to influence the employee to act Rewardscan be tangible or intangible Examples of tangible rewards include monetaryawards, wage or salary increases, bonuses, plaques, certificates, and gifts.Intangible rewards can also be effective Examples of intangible rewardsinclude praise, positive feedback, recognition, more responsibility including arise in status, and even a well-timed 'thank-you.' Whether large or little, thereward can encourage innovation, healthy competition, and excitement amongyour staff.

1.2.3 Legitimate power

Legitimate power is a power you derive from your formal position oroffice held in the organization's hierarchy of authority For example, thepresident of a corporation has certain powers because of the office he holds inthe corporation Like most power, legitimate power is based upon perceptionand reality It is based on the reality that a person holds a particular position in

an organization It's also based on the perception of an employee thatsomeone holding that position has authority to exert control over her.Legitimate power as a source of authority has one distinct advantage overmany other sources of authority, which is that it is usually based upon someobjective rule or law of the organization The military is a typical organizationwhere this kind of power is utilized The boss has the authority and legalsupport to control resources, encourage good behavior, and even penalizerebellious subordinates

1.2.4 Expert power

Expert power is the ability an employee has, regardless of seniority, toshow expertise in a subject or situation For example, if no one else in thedepartment knows how to run a certain software program and a specific

employee does, that employee has the expert power in that situation Expertpower can help a department diversify its overall skill, allowing thedepartment to handle many kinds of challenges and projects It can also helpmotivate your team and make the team more capable.

1.2.5 Referent power

Referent power is a kind of power or influence that comes from beingliked or admired It cannot be forced or assigned Specific to an organizationalsetting, people can hold referent power regardless of their titles, positions, orskill sets because referent power is relationally oriented The ability toinfluence comes from interpersonal relationships with others who often feelconnected to referent leaders, sometimes even emulating them.Characteristics of referent power include perceptions of one who is likable,credible, and respected

the behavioral approaches, the situational approaches, and the contemporaryapproaches.

1.3.1 Trait approaches

One of the first theories of leadership was the trait approach toleadership The characteristic approach served as the foundation for the firstleadership research, despite the fact that it does not yet have a completelydefined theory with well-supported hypotheses The main goal of this theory

is to define the various personality traits and qualities that are associated witheffective leadership in a range of contexts People have a wide variety ofpersonality characteristics that can be combined in countless ways Thecharacteristic approach aims to uncover or suggest a collection of humantraits that make it possible for a person to lead others effectively by analyzingeffective combinations of human personality features

Anyway, the researchers found that only a small number ofcharacteristics seemed to set leaders apart from followers Despite researchattempts, it was unable to identify a set of characteristics that wouldconsistently separate a leader (the person) from a non-leader Perhaps it wasoverly optimistic to believe that all successful leaders would share a set ofdistinct and regular characteristics Later researchers, however, looked forcharacteristics that were consistently linked to leadership These seven traits:Drive, Desire to Lead, Honesty and Integrity, Self-confidence, Intelligence,Job-Relevant Knowledge, and Extraversion—have been linked to EffectiveLeadership

Drive: Leaders put in a lot of effort They are ambitious, have a lot of

energy, are tenacious in their pursuit of their goals, and show initiative Theyalso have a moderately strong drive for success

Desire to lead: Leaders have a powerful desire to do so They exhibit a

readiness to accept responsibility

Honesty and integrity: By being honest or non-deceptive and by

demonstrating high coherence between word and deed, leaders can developtrusting relationships with their followers

Self-confidence: Followers look to leaders for a lack of insecurity.

Therefore, leaders need to show confidence in order to persuade followersthat their objectives and choices are justifiable

Intelligence: Leaders need to develop visions, solve issues, and come

to the best conclusions; moreover, leaders must be intellectual enough togather, synthesize, and evaluate huge amounts of information

Job-relevant knowledge: Successful leaders have a deep

understanding of the business, their industry, and technical issues Leadersmay make well-informed judgments and comprehend the effects of thoseactions with the help of in-depth knowledge

Extraversion: Leaders are lively, energetic individuals They rarely

remain silent or introverted but are sociable and assertive

1.3.2 Behavioral Approaches

Leadership research began to shift away from leader traits and towardleader behaviors in the early 1950s Behavioral theories distinguish betweeneffective and ineffective leaders Behavioral leadership theories hold thatgreat leaders are created rather than born According to this theory, people canlearn to be leaders through training and observation, so anyone who wants tocan become a leader

Many studies have been carried out to investigate the behavioralapproach Iowa State University studies, University of Michigan studies, andthe Managerial Grid of Black and Mouton are three typical behavioralapproach studies.

1.3.2.1 Iowa State University studies

One of the first studies of leadership behavior was done by Kurt Lewinand his team at the University of Iowa They found out three leader behaviors

or styles: Autocratic, Democratic and Laissez-Faire leadership style

Autocratic leadership

A leader gives their own opinions and obliges employees to follow theirdirections and decisions from them They focus on authority, make unilateraldecisions, and limit employee participation Therefore, authoritarianleadership can only be applied effectively when there is little time for groupdecision-making or when the leader is the most knowledgeable Or in case ofemployees have the full motivation to work

Democratic leadership

Democratic leaders typically encourage group discussion and allow forgroup participation in decision-making They share their leadershipresponsibilities with their followers and involve them in the task's planningand execution Participative leaders encourage group members to engagewhile retaining final decision-making authority Members of the group will bemore motivated and creative as a result of their involvement in the process

Laissez-Faire style

The laissez-faire leader generally steps back and gives his or heremployees complete freedom to make decisions and complete their work asthey see fit They do not micromanage or become overly involved, and they

do not provide excessive instruction or guidance Laissez-faire leaders, on theother hand, allow their employees to use their creativity, resources, andexperience to help them meet their objectives

In conclusion, each style has advantages and disadvantages, none ofthem is the best The decision on which style to use is primarily influenced bythe situation, the types of followers, and the leaders' expectations

1.3.2.2 University of Michigan studies

The Michigan leadership studies with a research objective: to locatethe behavioral characteristics of leaders that were related to performanceeffectiveness According to these studies, there are task-oriented (also referred

to as production-oriented) and relationship-oriented (also referred to asemployee oriented)

Production-oriented

Task-oriented leader behaviors tend to focus on performing the workgroup’s job and are similar to initiation of structure behaviors Task-orientedbehaviors include setting clear work standards, directing followers’ activities,instructing them on work procedures, and meeting production goals

Employee-oriented

Relationship-oriented behaviors focus more on employee well-beingand allow them to participate in decision-making processes, similar toconsideration behaviors Results also suggested that employee-oriented leader

1.3.2.3 Blake and Mouton’s managerial grid

The managerial grid model is a style leadership model developed byRobert R Blake and Jane Mouton that is based on previously studiedconcerns for people and for production The model is represented as a grid,with the X-axis representing the production and the Y-axis representingpeople, with each axis ranging from 1 (low) to 9 (high) (high)

According to the Grid, there are 8 leadership styles,but only five special styles were named:

Impoverished management: (1,1) or low concern for production, low

concern for people

Task management: (9,1) or high concern for production, low concern

for people

Middle of the road management: (5,5) or medium concern for

production, medium concern for people

Country club management: (1,9) or low concern for production, high

concern for people

Team management: (9,9) or high concern for production, high

concern for people

1.3.3 Situational approaches

Appearing in the 1960s, the situational approach contends that there is

no one optimum leadership style because it relies on the circumstances ofeach unique event As a result, research focuses on identifying key situationalaspects and how they interact in order to determine appropriate leadershipbehavior for the situation

SLT (Situational Leadership Theory) by Hersey and Blanchard

Author Paul Hersey and leadership specialist Ken Blanchard createdthe SLT The leadership style in the model is adaptable, allowing the manager

to change how they manage to depend on the situation at work and how theyinteract with their staff Managers that follow this model, therefore, need tomatch their leadership style to the maturity of their followers The willingnessand the capacity are the two factors used to measure followers' maturity

We have four levels of follower readiness when we combine them:

R1: People are both unable and unwilling to take responsibility for

doing something Followers lack confidence and competence

R2: Although unable, people are willing to complete the necessary job

tasks Followers are motivated but they lack the necessary abilities

R3: People are able but unwilling to do what the leader wants.

Followers are competent, but don’t want to do something

R4: People are both able and willing They are competent and willing

to work

To find solutions for the above cases, Hersey and Blanchard developed fourtypes of leadership styles based on the task and relationships that leadersexperience in the workplace They are Telling, Selling, Participating andDelegating