Application of Leadership and Management Development Theories in Hawksmoor Restaurants - Case Study Example

? MANAGEMENT AND LEADERSHIP DEVELOPMENT Application of leadership and management development theories in Hawksmoor Restaurants Over the years, the issues of the application of conventional and contemporary leadership and management development theories in modern flourishing companies especially in United Kingdom have raised infinite deliberations among global professionals and economic thinkers (Henrikson, 2006, p. 515). Intricacies that are linked to the application of the available management and leadership development theories as well as SHRM and development of SHRM theories are largely brought about by the application of technologies in modern leadership and management (Kakabadse, and Kakabadse, 1999, p. 17). Current cultural diversity in global business entities have as well played very essential role in enhancing the experienced impediments in the application of conventional leadership and management theories in contemporary profit making organisations(Hernandez, 2008, p.121). By referring to modern increasing competition and changes in global and local market, global institutions has the role of coming up with efficient means of training and educating their leaders on the most effective means of complying with international management and leadership standards(Hersey and Blanchard, 1993, p.41). Hawksmoor Restaurants is one the other hand rated as one of the most successful multinational corporation in United Kingdom. Despite having huge number of sales and profitability, Hawksmoor Restaurants is among the commonly preferred restaurants company in United Kingdom (Hawksmoor Restaurants, 2012, p. 5). A part from having its headquarters and numerous branches in United Kingdom, Hawksmoor Restaurants has instituted various outlets in other parts of the world (Gutierrez and Tania, 2007, p. 67). Compared to other proficient local and international restaurants, Hawksmoor Restaurants is among the finest United Kingdom companies in offering fair deals to its staffs. In spite of getting free meals, the company’s employees, are also given competitive wages depending on their performances and skills. The aim of treating its employees fairly is to motivate them as well as enhance their professionals, individual leaders, and management development (Hannum, Jennifer and Claire 2012, p. 79). Compared to its competitors, Hawksmoor Restaurants is also known for paying its employees fairly and in accordance to their skills and competence. Regardless of employing skilled and competent employees, the company is as well known for employing youthful managers (Martineau, 2007, p. 309). Effective employment of both modern and conventional leadership and management theories has as well been very helpful in facilitating the success of Hawksmoor Restaurants in local and global market (Pulley and Wakefield, 2001, p. 439). To understand the importance and relevant of effective application of leadership and management theories in business entities, the subsequent essay will expound on how Hawksmoor Restaurants has been employing these theories in developing the efficiency of its managers and leaders (Hannum and Claire, 2012, p. 1719). The success of Hawksmoor Restaurants in local and international market can largely be linked to effective and consistent application of Great Man Leadership and Development Theory. Great Man Theory is based on the perception that, leaders are unique and special people in the society. As described in this theory, leaders are born with innate leadership traits. The use of the term man was intentional as it aims at describing the manner in which a leader is supposed to be firm and composed (Reed, 2005, p. 176). As explained in this theory, although a leader is born with inmate skills and competence, training is very essential in facilitating the development of the identified leadership traits. By referring to the contents in Great Man Theory, Hawksmoor Restaurants have adopted mechanisms that are aimed at identifying and developing leadership traits among its leaders. Consistent seminars and conferences are therefore very common in Hawksmoor Restaurants (Sankar, 2003, p. 67). Although, Great Man Theory is one of the oldest theories in leadership and management development, the theory has proved to be extremely effective in the management of Hawksmoor Restaurants (Leithwood, Karen, Stephen and Kyla, 2010, p.13). A part from using Great Man Theory in its leadership development, Hawksmoor Restaurants’ management is as well commonly known for effectively utilising trait theory in developing skills and competence of its leaders and managers. The theory describes some of the most critical traits that are essential for effective leaders and managers. Some specific traits and skills identified by the theory are incredibly essential in enhancing efficiency and development in an organisation. As described in the traits theory, persuasive skills, firmness, listening skills, innovation skills, teamwork skills are some of the most essential traits for an effective leader (Guthrie, Victoria and Sara 2004, p. 679). In the case under study, Hawksmoor Restaurants have instituted policies and programs that are aimed at training its managers on some of the essential leadership and management skills and traits. Although some of these skills are inborn, some skills require intensive training and practice (Procter, 2002, p. 59). In addition, prior to recruiting managers, Hawksmoor Restaurants evaluates and examines some of the most inevitable leadership and management traits and skills. Researchers have therefore linked Hawksmoor Restaurants’ current market position in local and global market to effective utilisation of traits theory (Enright, 2006, p. 67) A good number of the most proficient and fastest growing and developing global business entities are as well associated with effective utilisation of behaviourists’ theory (Lukas, Holmes, et al. 2007, p. 309). Just like other successful international business entities, Hawksmoor Restaurants has as well employed behaviourist theory in its leadership and management development initiatives. As described by the theory, some specific characters are linked to successful and valuable leadership and management. These specific leadership traits therefore determine the leadership styles that are adopted by a manager or a leader. In addition, leadership behaviours are used to define the involvements of other players in the organisation decision-making process (Grove, Barry, Kibel and Taylor, 2007, p. 93). In the case under study, Hawksmoor Restaurants is commonly known for adopting transformational leadership styles in its management. As a result, in an effort to identify leaders and managers who are competence in applying transformational leadership styles, Hawksmoor Restaurants undertake comprehensive scrutiny before identifying and recruiting their leaders. On the other hand, in its managers and leaders training seminars and conferences, Hawksmoor Restaurants educate its leaders on some specific transformational leadership traits. At present, Hawksmoor Restaurants is led and managed by transformational leaders in all its management and leadership levels (Davay, 2001, p581) Despite utilising other leadership and management development theories, Hawksmoor Restaurants has as well effectively employed contingency theory. The theory expounds on the importance of identifying all situational variables that forms an effective leaders. As per the contingency theory, every leadership styles have specific traits that influence its success and efficiency. In addition, every institution has specific traits that define the most efficient leadership traits. Organisation’s goals, visions, missions, objectives, and size are some of the most influential traits that determine leadership styles in any organisation (Day 2001, p. 613). Based on its goals and objective, the most efficient leadership style in Hawksmoor Restaurants is transformational leadership style. This is based on the fact that, the organisations goal is to meet needs and interests of its customers irrespective of their racial and cultural background. Therefore, Hawksmoor Restaurants’ leaders and management development traits are largely aimed at ensuring that, all its leaders and customers understand and effectively utilises transformational leadership styles (Cromwell and Kolb, 2004, p. 449). The company’s leadership and development training is as well based on meeting the organisation’s short-term and long-term goals and objectives(Ruderman, Hannum, Leslie, and Steed, 2001, p. 7). At present, the company has employed very effective leaders who are willing and capable of meeting the organisations long term and short-term goals through undertaking systematic researches on the needs and demands of its customers (Craig, Bartholomew and Kelly, 2006, 47). Transactional theory has as well proved to be incredibly effective in enhancing leadership and management development in Hawksmoor Restaurants. Transactional theory talks about the important and need for systematic relationship between leaders and employees in an organisation (Palus and Horth, 2004, p. 464). As stated in the theory, effective interaction between leaders and their followers has proved to be extremely effective in facilitating the success and development of any organisation (Spiro, 2003, p. 25). In any organisation, mutual interaction between employees and leaders as well helps in the achievement of the organisation’s goals and objectives (Conger, 1999, p.145). Despite reducing operation and management costs and time, effective interaction between managers and followers also aids in minimising conflicts and confusion among managers and their followers (Palus 2009, p. 438). Organisation managers and leaders as well as employees have a role of respecting and complying with the content of employment contract in order to enhance teamwork and valuable interaction. In addition, organisation leaders have the responsibilities of instituting initiatives that will facilitate efficient reward of employees in an organisation (Collier and Esteban 2000, p. 215). On the other hand, employees have a role and responsibilities of being loyal to the company’s goals and objectives. In the case under study, the company have very systematic mechanisms that enhance mutual interaction between senior managers and junior managers. The aim of instituting effective interaction approach between top managers and line managers is to facilitate logical leadership and management development among organisation’s managers (Chappelow, 2001, p.81). There is a very close linkage between Hawksmoor Restaurants’ employees and managers. Mutual interaction between organisation’s players in all leadership and operational levels has therefore resulted to reduced conflicts in the organisation. The company is rated as one of the most efficient and peaceful organisation in global food markets. With an aim of developing leadership and development skills among junior managers and employees, Hawksmoor Restaurants has as well come up with methodical and collective promotion and reward initiative. The initiative incorporates ideas, opinions, and perceptions of all players in the organisation (Burns, 1978, p. 17). To help the company achieve its goals and objectives, the Hawksmoor Restaurants top management has as well reported to effectively utilised transformational theory. In transformational theory, leaders are expected to institute plans that are intended at transforming and changing organizational activities in order to meets its intended goals. In addition, leaders and managers are expected to significantly transform employees’ skills and competence (Buckingham and Vosburgh, 2001, p.17). In Hawksmoor Restaurants’ case, leaders and managers have the power of executing their task as well as punishing and rewarding employees for their discouraging or extemporary performance (Nielsen and Randall, et al., 2010, p. 89). The company also gives its managers an opportunity to lead their groups thus enhancing their professional and personal development (Nevins and Stumpf, 1999, p. 79). Followers are expected to reciprocate by accepting to follow their leaders’ directions in order to accomplish the organisation’s goals and objectives. Hawksmoor Restaurants’ managers are also given the powers and abilities of evaluating, correcting, and training its followers on some of the most effective means of enhancing their personal and professional leadership development (Dering, 1998, p. 32). The Leader-Member Exchange Theory has as well been intensively used in Hawksmoor Restaurants’ leadership and management. The theory was generated from pervious theory of Vertical Dyad Linkage Theory. The theory expounds on the significant of effective interaction between individual followers and leaders (Bass, 2000, p. 31). In Hawksmoor Restaurants, Leader-Members Exchange Theory is presumed to be a fair exchange between employers and managers. In this case, managers and organisation’s leaders offer services such as support, rewards, advice, and guidance (Moxley, and O’Connnor Wison, 1998, p. 79). In reciprocation, an organisation’s employees direct commitment in their work, good performance, cooperation, and respects. However, similar to the Leader-Members Exchange Theory, individual followers and leaders in Hawksmoor Restaurants have a specific rule of interacting in a respectful manner in order to maintain respects and harmony in the organisation. This form of interaction has therefore led to the formation of very successful and efficient out-groups and in-groups in the organisation (Bass, 1999, p. 89). The Neo-Emergent Theory is the creation of Oxford school of leadership. According to the theory, leaders are created and developed by emerging information from other leaders, followers, and stakeholders (McDowell-Larsen, Kearney and Campbell, 2002, p. 317). The actual action of leaders as well plays a very essential role in the development of the required traits of an efficient leader. Therefore, to facilitate the development of their leaders, Hawksmoor Restaurants has enhanced consistent interaction and consultation between all stakeholders through consistent seminars and conferences (Bass, 1985, p.91). Hawksmoor Restaurants has introduced various blog where stakeholders post their views and recommendations on organisation’s leadership ability and competence. In addition, consumers’ feedback as well as consistent intergroup interaction has as well played a recommendable role in the development of the organisation leaders (Baldwin and Ford, 1988, p. 105). Hawksmoor Restaurants’ top leadership has also used functional theory to examine behaviours of a specific leader. The company’s uses the identified leadership weaknesses to develop their leaders’ competence (Moxley and Pulley 2004, p. 67). The theory is as well used to examine and identify leadership behaviours that could affect the organisation’s efficiency. According to the theory, it is the responsibility of a leader in an organisation to identify the organisation needs and demands in order to come up with an effective means of dealing with the identified challenge (Annunzio, 2001, p. 12). Consequently, in an effort to enhance effectiveness and leadership development, top management have established leadership training sessions that are aimed at facilitating the development of their leaders’ skills of executing their duties. Leaders duties include: participating actively in a groups, motivating employees, coaching and teaching subordinate members of the organisation, organising activities of subordinate staffs as well as monitoring the environment (Alldredge Johnson, Stoltzfus and Vicere 2003, p.55) In the light of the above analysis, it is clear that, Hawksmoor Restaurants has successfully managed to effectively utilise various leadership and management development theories in developing skills and competence of their leaders and managers. Effective utilisation of modern and conventional theories has not only helped in the development of the organisation leaders, but has as well aided in the development of the organisation productivity. Researchers have as well claimed that, it is the responsibilities of all players in the organisation to ensure that, all leaders understand the meaning and role of the existing development theories in their training and practices. Therefore, to prosper in modern global markets, managers and leaders have a role of understanding leadership and management theories. References Alldredge, M., Johnson, C., Stoltzfus, J., & Vicere, A. 2003, “Leadership Development at3M New Processes, New Techniques, and New Growth.” Human Resource Planning, 26(3): 45-55 Annunzio, S. 2001, “Leadership: Proven techniques for creating an environment of speed and flexibility in the digital economy”, New York NY: Free Press. Baldwin, T. & Ford, K. 1988, "Transfer of Training: A Review and Directions for Future Research', Personnel Psychology, Spring, Vol. 41 Issue 1, p63-105 Bass, B. M, 1985, “Leadership and Performance” New York, NY: Free Press. Bass, B.M., 1999, “Two Decades of Research and Development in Transformational Leadership.”European Journal of Work and Organizational Psychology, 8(10): 9-32 Bass, G., 2000, “Handbook of Leadership: Theory, Research and Managerial Applications” New York, NY: Free Press Buckingham, M. & Vosburgh, R.M., 2001, “The 21st Century Human Resources Function: It’s the Talent, Stupid!”Human Resource Planning, 24(4): 17-23 Burns, J.M., 1978, “Leadership”, New York, N.Y: Harper and Raw Chappelow, C.T. , 2004, “360-Degree Feedback.” In McCauley, C.D. & VanVelsor, E. (eds.) Handbook of Leadership Development (3rd Ed.) San Francisco: Jossey-Bass, 58-84 Collier, J. & Esteban, R., 2000, “Systemic Leadership: Ethical and Effective.”Leadership & Organization Development Journal, 21(4):207-215. Conger, J.A., 1999, “Charismatic and Transformational Leadership in Organizations: An Insider’s Perspective on These Developing Streams of Research. “Leadership Quarterly, 10(2): 145-179. Craig, S. Bartholomew and Kelly M, 2006, “Experimental and Quasi-Experimental Evaluations. Handbook of Leadership Development Evaluation. Ed. Kelly Hannum, Jennifer Martineau and Claire Reinelt”, San Francisco: Jossey-Bass, 2006. 19-47 Cromwell & J. Kolb 2004, “An examination of work-environment support factors affecting transfer of supervisory skills training to the work place”, Human Resource Development Quarterly, Vol. 15 No. 4, pp. 449-571 Davay, D.V., 2001, “Leadership Development: A Review in Context.”Leadership Quarterly, 11(4): 581-613. Day, D., 2001, “Leadership Development: A Review in Context”, Leadership Quarterly.1 (1) 581-613. Dering, N.Z., 1998, “Leadership in Quality Organizations.”Journal for Quality & Participation, Jan/Feb: 32-35 Enright, K., 2006, “Investing in Leadership: Inspiration and Ideas from Philanthropy’s Latest Frontier” Washington, DC: Grant-makers for Effective Organizations Grove, J. T., Barry M. Kibel and Taylor Haas. , 2007, “Evalu LEAD: An Open-Systems Perspective on Evaluating Leadership Development” Handbook of Leadership Development Evaluation.Ed. Kelly Guthrie, Victoria A. and Sara N. K., 2004, “Feedback Intensive Programs. Handbook of Leadership Development” Ed. Ellen Van Velsor and Cynthia McCauley” San Francisco: Jossey-Bass Gutierrez, M. and Tania T. 2007, “Leading with Theory. Handbook of Leadership Development Evaluation. Ed. Kelly Hannum, Jennifer Martineau and Claire Reinelt’ San Francisco: Jossey-Bass Hannum, J. M. and Claire R., 2012 “Implementing team-working? A longitudinal, mixed methods field study." Human Relations, 63 (11): 1719-1741. Hawksmoor Restaurants 2012. Retrieved on 7th May 2013. From http://features.thesundaytimes.co.uk/public/best100companies/live/template Henrikson, M., 2006, “Great Leaders are made, Not Born: Conclusion of a Four-Part Series”, AWHONN Lifelines, 10, (6), 510-515. Hernandez, M., 2008, “Promoting Stewardship Behaviour in Organizations: A Leadership Model”, Journal of Business Ethics, 80, (1), 121-128. Hersey, P. & Blanchard, K.H., 1993, “Management of Organizational Behaviour; Utilising Human Resources”, Englewood Cliffs, NJ: Prentice Hall Kakabadse, A.P. & Kakabadse, N., 1999,” Essence of Leadership”, London: International Thomson Leithwood, K, Karen S L, Stephen A. and Kyla W. 2010, “How Leadership Influences Student Learning”, New York, NY: The Wallace Foundation Lukas, C. V., S. K. Holmes, et al. 2007, "Transformational change in health care systems: an organizational model. “Health Care Management Review, 32 (4): 309-320. Martineau, J., 2007, “Evaluating the Impact of Leader Development. Handbook of Leadership Development. Ed. Ellen Van Velsor and Cynthia McCauley” San Francisco: Jossey-Bass McDowell-Larsen, S.L., Kearney, L., & Campbell, D., 2002, “Is There a Relationship?; Regular Exercise Correlates With Higher Leadership Ratings in Senior Level Executives.”Journal of Managerial Psychology, 17 (4): 316-324. Moxley, R.S. & O’Connnor Wison, P., 1998, “A Systems Approach to Leadership Development.” In C.D. McCauley, R.S. Moxley, & E. Van Velsor (eds.),The Centre for Creative Leadership Handbook of Leadership Development. San Francisco: Jossey-Bass. Moxley, R.S., & Pulley, M.L., 2004, “Hardships.” In C.D. McCauley & E. Van Velsor (eds.) The Centre for Creative Leadership Handbook of Leadership Development (2nd ed.)”, San Francisco: Jossey-Bass. Nevins, M., & Stumpf, S., 1999, “21st-Century Leadership: Redefining Management Education.”Strategy, Management, Competition, 3rd Quarter: 41-51 Nielsen, K., R. Randall, et al. 2010 "Does training managers enhance the effects of Ohlott, P.J., 2004, “Job Assignments.” In C.D. McCauley & E. VanVelsor (eds.), The Center for Creative Leadership Handbook of Leadership Development (2nd Ed.). San Francisco: Jossey-Bass, 151-182. Palus, C.J. & Horth, D.M., 2004, “Exploration for Development.” InC.D. McCauley & E. Van Velsor (eds.), The Centre for Creative Leadership Handbook of Leadership Development (2nd ed.). San Francisco: Jossey-Bass, 438-464. Palus, C.J. 2009, “Exploration for Development.” In C.D. McCauley & E. Van Velsor (eds.), the Centre for Creative Leadership Handbook of Leadership Development (2nd ed.). San Francisco: Jossey-Bass, 438-464. Procter, S. 2002, “Whose evidence? Agenda setting in multi-professional research: Observations from a case study."Health, Risk and Society, 4 (1): 45-59. Pulley, M.L., & Wakefield, M., 2001, “Building Resiliency: How to Survive in Times of Change”, Greensboro, NC: Centre for Creative Leadership. Reed, J. 2005, “Appreciating change in cancer services-An evaluation of service development strategies, "Journal of Health, Organisation and Management, 19 (2): 163-176. Ruderman, M.N., Hannum, K., Leslie, J.B., & Steed, J., 2001, “Making the Connection: Leadership Skills and Emotional Intelligence.”Leadership in Action, 21(5): 3-7. Sankar Y., 2003 “Character Not Charisma is the Critical Measure of Leadership Excellence.”Journal of Leadership and Organizational Studies, 9(4): 45-55. Spiro, L.N., 2003, “In Search of Leaders.”CEO Magazine, October: 25-30 Read More