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 Submitted by : Group Course : Principles of Management Class : QTRE303 Instructor : Mr Hoang Anh Duy Ha Noi, December of 2022 INTRODUCTION Overview Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal Leadership involves establishing a clear vision, sharing the vision so others will follow willingly and providing the knowledge, information and methods to realize the vision Basically, leadership is the ability of an individual or organization to lead or guide 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, leadership skills are crucial for both personal and professional development Leadership is an important function of management, which helps an individual or a business to maximize efficiency and to achieve goals Each organization needs a competent leader with wise vision in order to stand solidly in a competitive market, assert a position, and counteract all opponent destructive tactics.  Objectives Our study aims to provide an insightful analysis of leadership by examining personal traits of Gordon Ramsay, his behaviors and styles, supported by theoretical frameworks for a foundational understanding, using all the knowledge learned from the Principles of Management course, along with additional research and references In order to enhance the approach and execution of leadership in reality, we would also address some recommendations for both Gordon Ramsay and other future leaders after obtaining particular findings and outcomes 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 Gordon Ramsay towards two teams competing for passing the challenge that occurred throughout the piece The movie is representative of the required characteristics of an extreme and democratic leader when it comes to guiding the kids Structure of the report To provide a logical and systematic analysis, this report’s content is divided into sections: SECTION 1: THEORETICAL FRAMEWORK SECTION 2: FINDING AND ANALYSIS OF LEADERSHIP SECTION 3: RECOMMENDATIONS SECTION 4: CONCLUSION SECTION 1: THEORETICAL FRAMEWORK 1.1 Definition Leadership is the process of influencing others to adopt the work behaviors required to accomplish organizational objectives Therefore, those in positions of leadership who have the ability to influence others must assist both themselves and others in acting morally: they establish direction and a vision; they mentor, encourage, train, and instruct employees; they communicate to resolve conflicts; they create a positive work environment, etc 1.2 Types of power A leader's influence can determine how well common goals are met in the workplace Power is one essential tool that outstanding leaders utilize There are 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 be used to hold employees to a high standard of performance Coercive power can be used by leaders to make innovation a requirement for employee performance; if staff members aren't creative and innovative, they risk being replaced by someone who can 1.2.2 Reward power Reward power is simply the power of a manager to give some type of reward to an employee as a means to influence the employee to act Rewards can be tangible or intangible Examples of tangible rewards include monetary awards, wage or salary increases, bonuses, plaques, certificates, and gifts Intangible rewards can also be effective Examples of intangible rewards include praise, positive feedback, recognition, more responsibility including a rise in status, and even a well-timed 'thank-you.' Whether large or little, the reward can encourage innovation, healthy competition, and excitement among your staff 1.2.3 Legitimate power Legitimate power is a power you derive from your formal position or office held in the organization's hierarchy of authority For example, the president of a corporation has certain powers because of the office he holds in the corporation Like most power, legitimate power is based upon perception and 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 that someone holding that position has authority to exert control over her Legitimate power as a source of authority has one distinct advantage over many other sources of authority, which is that it is usually based upon some objective rule or law of the organization The military is a typical organization where this kind of power is utilized The boss has the authority and legal support to control resources, encourage good behavior, and even penalize rebellious subordinates 1.2.4 Expert power Expert power is the ability an employee has, regardless of seniority, to show expertise in a subject or situation For example, if no one else in the department knows how to run a certain software program and a specific employee does, that employee has the expert power in that situation Expert power can help a department diversify its overall skill, allowing the department to handle many kinds of challenges and projects It can also help motivate 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 being liked or admired It cannot be forced or assigned Specific to an organizational setting, people can hold referent power regardless of their titles, positions, or skill sets because referent power is relationally oriented The ability to influence comes from interpersonal relationships with others who often feel connected to referent leaders, sometimes even emulating them Characteristics of referent power include perceptions of one who is likable, credible, and respected.  1.3 Leadership approaches Leadership is an essential function in every organization In fact, no organization can exist without a leader The goal of any organization depends on the people that are employed to achieve the organizational objectives Effective administration depends to a very great extent on sound leadership that can influence the workers in such a way that they all strive towards achieving the desired objective of the organization Importantly, workers should be encouraged to work willingly with zeal and confidence Since leadership is very important in an organization, there is a need to look at different views that have been given by some scholars about leadership and leaders Over the years, five primary approaches for understanding and explaining leadership have evolved: the trait approaches, the skill approaches, the behavioral approaches, the situational approaches, and the contemporary approaches 1.3.1 Trait approaches One of the first theories of leadership was the trait approach to leadership The characteristic approach served as the foundation for the first leadership research, despite the fact that it does not yet have a completely defined theory with well-supported hypotheses The main goal of this theory is to define the various personality traits and qualities that are associated with effective leadership in a range of contexts People have a wide variety of personality characteristics that can be combined in countless ways The characteristic approach aims to uncover or suggest a collection of human traits that make it possible for a person to lead others effectively by analyzing effective combinations of human personality features Anyway, the researchers found that only a small number of characteristics seemed to set leaders apart from followers Despite research attempts, it was unable to identify a set of characteristics that would consistently separate a leader (the person) from a non-leader Perhaps it was overly optimistic to believe that all successful leaders would share a set of distinct and regular characteristics Later researchers, however, looked for characteristics 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 Effective Leadership 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 They also have a moderately strong drive for success Desire to lead: Leaders have a powerful desire to 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 develop trusting 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 followers that 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 to gather, synthesize, and evaluate huge amounts of information Job-relevant knowledge: Successful leaders have a deep understanding of the business, their industry, and technical issues Leaders may make well-informed judgments and comprehend the effects of those actions 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 toward leader behaviors in the early 1950s Behavioral theories distinguish between effective and ineffective leaders Behavioral leadership theories hold that great leaders are created rather than born According to this theory, people can learn to be leaders through training and observation, so anyone who wants to can become a leader.  Many studies have been carried out to investigate the behavioral approach Iowa State University studies, University of Michigan studies, and the Managerial Grid of Black and Mouton are three typical behavioral approach studies 1.3.2.1 Iowa State University studies   One of the first studies of leadership behavior was done by Kurt Lewin and 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 their directions and decisions from them They focus on authority, make unilateral decisions, and limit employee participation Therefore, authoritarian leadership can only be applied effectively when there is little time for group decision-making or when the leader is the most knowledgeable Or in case of employees have the full motivation to work Democratic leadership Democratic leaders typically encourage group discussion and allow for group participation in decision-making They share their leadership responsibilities with their followers and involve them in the task's planning and execution Participative leaders encourage group members to engage while retaining final decision-making authority Members of the group will be more 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 her employees complete freedom to make decisions and complete their work as they see fit They not micromanage or become overly involved, and they not provide excessive instruction or guidance Laissez-faire leaders, on the other hand, allow their employees to use their creativity, resources, and experience to help them meet their objectives In conclusion, each style has advantages and disadvantages, none of them is the best The decision on which style to use is primarily influenced by the 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 locate the behavioral characteristics of leaders that were related to performance effectiveness According to these studies, there are task-oriented (also referred to as production-oriented) and relationship-oriented (also referred to as employee oriented).   Production-oriented Task-oriented leader behaviors tend to focus on performing the work group’s job and are similar to initiation of structure behaviors.  Task-oriented behaviors 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-being and allow them to participate in decision-making processes, similar to consideration behaviors Results also suggested that employee-oriented leader behaviors were more effective overall than task-oriented behaviors 1.3.2.3        Blake and Mouton’s managerial grid The managerial grid model is a style leadership model developed by Robert R Blake and Jane Mouton that is based on previously studied concerns for people and for production The model is represented as a grid, with the X-axis representing the production and the Y-axis representing people, with each axis ranging from (low) to (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 10 Appearing in the 1960s, the situational approach contends that there is no one optimum leadership style because it relies on the circumstances of each unique event As a result, research focuses on identifying key situational aspects and how they interact in order to determine appropriate leadership behavior for the situation.  SLT (Situational Leadership Theory) by Hersey and Blanchard Author Paul Hersey and leadership specialist Ken Blanchard created the 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 they interact with their staff Managers that follow this model, therefore, need to match their leadership style to the maturity of their followers The willingness and the capacity are the two factors used to measure followers' maturity.  We have four levels of follower readiness when we combine them: 11 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 what the leader wants Followers are competent, but don’t want to 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 four types of leadership styles based on the task and relationships that leaders experience in the workplace They are Telling, Selling, Participating and Delegating Telling style: A high-task, low-relationship style in which the leader provides clear instructions and closely monitors work This approach is intended for R1, who are incapable of accepting responsibility for their actions as well as reluctant to so.  Selling style: A high-task, high-relationship style in which the leader tries to persuade the group to adopt their views by persuading them to follow task instructions With R3 followers, this is utilized These followers, in contrast to the preceding model, are capable but disinclined to perform the task Participating style: which emphasizes shared ideas and decisions, is a low-task, high-relationship style With R2 followers who have experience but may lack the confidence to the tasks given, managers can employ this approach.  12 Delegating style: A low-task, low-relationship style in which the leader gives the group the authority to make judgments regarding assigned tasks Utilized most effectively with R4 followers 1.3.4 Contemporary Approaches There are some leadership styles of this approach such as Visionary Leadership, Transformational Leadership, Charismatic Leadership and Transactional Leadership Visionary leadership is a business leadership style that focuses on a long-term plan for the future A strong visionary leader has a clear idea of the future, which they communicate to their employees to foster a community of collaboration and teamwork Charismatic leadership is a form of professional guidance or management built on a foundation of strong communication skills, persuasiveness, and maybe even a little bit of charm to help them get the most out of everyone that works for them They tend to be passionate, have charisma (hence the charismatic title), and have strong convictions with a deep connection to the work that they’re doing—which, in turn, inspires the same conviction in others Transactional leadership, also known as managerial leadership, is a leadership style where leaders rely on rewards and punishments to achieve optimal job performance from their subordinates The leader rewards workers who perform their tasks to the specified levels and punishes workers who not perform to those set standards Transformational leadership focuses on the needs of others, rather than the needs of the leader The transformational leader’s focus is directedly 13 towards the organization, and his or her behaviour builds follower commitment toward organisational objectives Transformational leadership also differs from one of its predecessors, transactional leadership, because it focuses on culture Transactional leaders not try and change the culture – they work within the existing status On the contrary, transformational leaders strive for culture change to drive improvement and performance 14 SECTION 2: FINDING AND ANALYSIS ON LEADERSHIP 2.1 Overall Introduction Gordon Ramsay, a multi-Michelin starred chef and restaurateur known for his highly acclaimed restaurants and cookbooks However, he is best known in the early 21st century for the profanity and fiery temper that he freely displayed on television cooking programs as a leader This video is a cut scene from a reality show called “Masterchef Junior” About MasterChef Junior, it is an American cooking competition involving children from the ages of 8–13 that premiered on FOX on September 27, 2013 It is based on the format of the British series Junior MasterChef "MasterChef Junior” is a new competition series for talented kids between the ages of and 13 who love to cook, as part of a new multi-year deal with award-winning chef Gordon Ramsay The show will give budding cooks the exciting opportunity to showcase their talent, culinary smarts and passion for food through a series of delicious challenges and cook-offs This cut scene is in Season Episode The contestants are divided into teams (Red Team and Blue Team) and have to compete with each other in the restaurant takeover challenge The teams have to prepare two appetizers and entrees from the menu under Ramsay Thus, Gordan Ramsay appears to be such a democratic and extreme leader.  2.2 Analysis of Gordon Ramsay’s Leadership 2.2.1 Power of leader Based on the video, it can be seen that Gordon Ramsay owns two sources of leadership power, which are: expert and reward powers To be more specific:   Expert power: As a top-ranking chef, Gordon Ramsay is knowledgeable and experienced He can offer excellent advice to the candidates When the 15 red team could not fill in the ravioli molds properly, he instructed them to fill it with the exact amount   Reward power: As one of the three judges in this competition, he could give awards to the contestants according to their performance He could directly decide which team was the winner and had a chance to continue to participate in this competition 2.2.2 Leadership traits Job-relevant knowledge: As a top-ranking chef in the world, Gordon Ramsay is accomplished and knowledgeable With about 40 years of working in high-end restaurants, he knew exactly how to remain consistent within the team, which both teams in the video lacked Therefore, he shared his experience and knowledge with them so that they could perform well.  Desire to lead: He is passionate He cares about what he does He wants to help people be more successful in their businesses In the video, it is obvious that he closely monitored both teams to ensure that the dishes turn out well and not disappoint customers Extraversion: Without a doubt, this trait has shown clearly in the clip Gordon gave the impression of a very energetic and lively leader with his loud voice when he gave orders to both teams to prepare dishes on time Intelligence: Gordon Ramsay is undeniably competent as a chef He knows how to push his line cook to their limit and have them follow his orders He knew when to pay compliments (at 0:20, he complimented the ravioli that the Blue team cooked) and when to criticize (at 2:40, he was not satisfied with the Blue team’s dish and required them to it again).   2.2.3 Behavioral Approaches Gordon's leadership style is clearly demonstrated through theories from Michigan University among the major research utilizing behavioral methodologies It is clear that his approach to leadership is suitable and flexible 16 University of Michigan studies (Production – oriented) Production-oriented is the way the leader sets challenging goals for his/her followers, expects them to perform at their highest level and shows confidence in their ability to meet this expectation Throughout the video, we can see that his leadership style is production-oriented.  He yelled out the tickets quickly (at 1:20), urged both teams to cook fast and be consistent so as to meet the customers’ delivery orders He asked “How much time you need?” and made sure they did their task within the permitted time) He closely monitored both teams to make sure that they are going in the right direction and that every dish was served on time, which increased the overall productivity of both teams (From 1:50 to 2:20, he checked on how each team was doing, gave advice immediately and both team’s every dish before serving them to the customers) He knows communication is the key to each team’s productivity Both teams were required to shout “Yes Chef” after being given a task so that Gordon knew they had accepted responsibility for the task.  When the Red Team was having trouble filling ravioli molds, he told them to fill it the exact same amount When the blue team’s dish turned out badly, he called them out and required them to it again in order to go up to customers’ expectations => Through the way he led candidates, it can be clearly inferred that Gordon Ramsay focused on fulfilling the given tasks, making sure everything was in order with a view to yielding the best result 2.2.4 Situational Approaches Hersey and Blanchard’s situational leadership theory (SLT) Throughout the video, Gordon Ramsay commanded these two teams with an array of directive commands: “Stop” (13:50), “Communicate with 17 them” (12:14) In the preparation time, he also told the Red Team to fill the dish (Ravioli) with the same level: “I want them all filled to the exact same level” Besides, Ramsay encouraged his followers by complimenting: “Stunning!” “They’re beautiful!”, “Well done!” Therefore, we can conclude that Gordon Ramsay has used Selling Style - the leader provides both directive and supportive behaviors Furthermore, we can see that the contestants of both the Red Team and Blue Team could not cook multiple dishes in such a short period of time Therefore, they faced various difficulties concerning decoration and time management, for example they were angry with their team members (Dara, don’t get aggravated at me) However, whenever their leader (Gordon Ramsay) told them what to and how to cook, they were all willing to cook (when Ramsay told them to recook the tuna fish, they all obeyed immediately) and followed the chef as long as they were in a competition to pass difficult challenges.  As we all mentioned above, these followers are categorized as R2 (People are unable but willing to the necessary job tasks) according to the definition of Hersey and Blanchard’s theory According to Hersey and Blanchard, if employees are at R2, the leader should use the Selling Style (high task – high relationship): the leader provides both directive and supportive behavior 2.2.5 Contemporary Approaches Visionary Leadership Gordon Ramsay had a good vision to influence the two teams at that time to push them up He stated the two visions as well as two goals when pursuing a job in the service industry: “The secret of a great service is making sure we have an amazing preparation” (00:42) and “Service is all about consistency” (02:49) During this time, all contestants seemed to get lost in 18 ... after obtaining particular findings and outcomes 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. .. provide an insightful analysis of leadership by examining personal traits of Gordon Ramsay, his behaviors and styles, supported by theoretical frameworks for a foundational understanding, using all... some leadership styles of this approach such as Visionary Leadership, Transformational Leadership, Charismatic Leadership and Transactional Leadership Visionary leadership is a business leadership