Food-Service-Manual-for-Health-Care-Institutions

oriented or people oriented and that he or she cannot change leadership styles to suit the work
situation. Therefore, the work situation must be changed to suit the leader’s style.
Numerous other theories dispute the contingency theory, saying the leader, not the work
environment, must be flexible in situational leadership. One such theory was proposed by
Victor H. Vroom and Philip W. Yetton in 1973 and refined and updated in 1988 (described by
Dessler and others), as the Vroom-Yetton-Jago model of leadership. This theory focuses on
how much participation to allow subordinates in the decision-making process. The model is
built on two principles: organizational decisions should have a beneficial effect on performance,
and subordinates should accept and be committed to organizational decisions that are
made. The Vroom-Yetton-Jago model suggests that there are five different decision styles or
ways leaders make decisions, from the autocratic to consultative to group focused.
A situational theory that assumes that a leader can be flexible in exhibiting the degree of
control, concern for productivity and employees, structure provided, and risk taken in decision
making is defined in Effective Behavior in Organizations, by Cohen, Fink, Gadon, Willits, and
Josefowitz. The authors define leadership style using five distinct dimensions and arguing that
a leader may respond or exhibit behavior at various points along the dimensions, depending on
the situation. These five dimensions (called herein the five-dimension theory) help describe how
a leader might carry out various functions and may be applied directly to food service department
functions.
• Retaining control versus sharing control. The degree of control retained or shared is
apparent based on who makes decisions (manager or employees), how decisions are made (with
or without employee input), whether information is shared with staff, and the amount and
nature of work delegated.
• High task concern versus low task concern. This dimension relates to the emphasis
placed on the quality and quantity of production or output. A food service manager, for example,
may place high or low emphasis on employee productivity. Although for financial reasons
a high level of task concern may be desirable, it need not occur to the exclusion of concern for
clients or workers.
• High person concern versus low person concern. Concern for individuals—consumers
or staff—considers the effect of actions or changes on department morale.
• Explicit versus implicit expectations (degree of structure provided). This dimension is
determined by how clearly and in how much detail tasks are identified; the number of written
policies; and the form of communication, whether written or verbal.
• Cautious versus venturous decision making. The level of risk involved in decision making,
a manager’s level of visibility within the organization, and how willing the manager is to
push the outer limits characterize this dimension of leadership style.
The situational leadership models discussed so far provide the basis for work presented by
Kenneth Blanchard, Patricia Zigarmi, and Drea Zigarmi in their book Leadership and the One
Minute Manager. The four styles defined by Blanchard and associates, which are progressive
and can be applied by management personnel at all levels, are directing, coaching, supporting,
and delegating. Each style serves to create and nurture a participative work environment. It is
understood that managers will develop a leadership style that is preferable and most compatible
with their individual makeup, but it is also desirable that the style be appropriate for dealing
with a variety of employees and situations. Ultimately, complex situations or employees
with mixed skill levels (or both) will necessitate the use of more than one leadership style.
The four styles identified by Blanchard and associates depend on the situation and the
developmental levels of employees. Employees who are new to the department or perhaps performing
a job for the first time will need a leader whose approach is directive, that is, he or she
provides specific instructions and close supervision until the task is completed. As the employee
becomes more comfortable with the department (or job), the manager will need to move
toward coaching, the second leadership style. A coaching leader continues to be directive and
Leadership: Managing for Change
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