What Accounts for Andy Garafallo’s Success in the Restaurant Business?
Andy Garafallo brings his Italian heritage to life in his restaurant- Venetian murals, gondolas, and potted lemon trees stir up fond memories that bring together Garafallo’s passion and business success. Garafallo’s self-confidence is an important factor in his leadership style and his business success. Leadership entails influencing others, and self-confidence helps the leader to believe that his attempts to influence others are appropriate (Northouse, 2010).
In addition to self-confidence, other traits important to leadership theories and studies include intelligence, determination, integrity, and sociability (Robbins & Coulter, 2007). The short case study appears to suggest that Garafallo’s perceptual and reasoning abilities demonstrate his leadership intelligence, and that his business success exemplifies his determination, integrity, and sociability (Northouse, 2010).
From a skills perspective, how would you describe the three managers: Kelly, Danielle, and Patrick? What does each of them need to do to improve his or her skills?
Northouse (2010) discussed the significant meanings of the three basic personal skills, explaining that technical skills are associated with things; human skills deal with people, and conceptual skills are related to ideas. Skills are what people can accomplish. The assessment of the three managers’ skills will not describe them in terms of good or bad, but instead, in terms of developed and underdeveloped skills or effective and ineffective skills. According to the skills approach leadership skills can be acquired and leaders can be developed and trained (Northouse, 2010).
The case study describes Kelly as an honest, depend...
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...sophy seems to clearly demonstrate his conceptual and human skills. In reading this case study one might suggest a talent management program that utilizes self-assessments and questionnaires in order for Garafallo to understand potential new hires and current employees.
Works Cited
Conger, J. A. (1998). The necessary art of persuasion. Harvard Business Review , 81-96.
Northouse, P. G. (2010). Leadership theory and practice,( 5th ed). Thousand Oaks, CA: Sage Publications.
Pierce, J. L., & Newstrom, J. W. (2011). Leaders and the leadership process.( 6th ed). New York, NY: McGraw Hill.
Robbins, & Coulter. (2007). Management. Upper Saddle River, NJ: Pearson Prentice Hall.
Vecchio, R. P. (2008). Leadership understanding the dynamics of power and influence in organizations,( 2nd ed). Notre Dame, Indiana: university of Notre Dame Press.
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience. New York: McGraw-Hill Irwin
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
Kaplan-Leiserson (2005) introduced a new leadership model called the Wilson Learning’s Integrated Leadership Model. This model shows four levels of leadership and their key competencies. The four levels of leadership are contributor, facilitator, tactician, and visionary. Applying this model, Andy is a strong contributor and facilitator, but a weak tactician and visionary. Andy could significantly improve his restaurant success and the development of his managers if he worked on these areas of weakness.
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Vecchio, R. (Ed.). (2007). Leadership: Understanding the dynamics of power and influence in organizations (2nd ed.). Notre Dame, IN: University of Notre Dame Press.
Any managers in an organisation would need skills that enable them to understand and get along with other people while getting the most out of them, for instance, their subordinates or colleagues in order to be able to get the jobs done and attain the organisational goals and these involves human skills.
Willis, Gary. Certain Trumpets: The Nature Of Leadership. New York , New York: Simon & Schuster, 1994.
Leadership is the glue that binds any business together, identifying and understanding your type of leadership style can ultimately aid you in becoming a better leader in your professional career. A successful business cannot function without leadership therefore this is a crucial aspect of internal employee development for businesses striving to stay relevant in a crowded marketplace. In addition to recognizing your leadership style every leader needs to look to them and identify what type of personality they have. By becoming an informed business leader you will gain trust and respect of your team to guide them into the future and maximizing potential growth. Throughout this paper I will identify my leadership style and also personality type and how it has affected my personal career growth. Identifying these conclusions is extremely important in crafting company culture.
Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video.
Those who are in this category also help the ones in the middle acquire additional skills” (NCHL, 2010). VIRTUA differentiated their company’s strategies from others through a grading system that involved supervisors, nurses and managers to interact with all employees as a whole firm, rather than individual sectors in the organization. Succession planning strategy and strategy for management talent engages an annual system of talent refinement and talent rebuilding, coined as the, “Best People Review (BPR). Annually, 500 managers select the right candidates for the right position. BPR provides incentives to the workforce, contingent on their values and performance demonstrated. The program is able to sustain their principal talents while constructing positive criticism to augment the areas of needs and improvement for each employee.
When it comes to management and leadership within any organization, there are fundamental components to consider, of which, managers of all backgrounds embody. One way to briefly assess these foundations is through Personal Assessment of Management Skills (PAMS), allowing examination of skill competencies from a number of strengths and weaknesses that can be brought to attention. This analysis will briefly discuss the strengths and weaknesses of the PAMS examination results and analyze the skill competencies and how they impact the role as an ethical leader. For the purpose of this examination, strengths will be assumed to be topics where the quality is in abundance. This comes with the assumption that while their importance may
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
This paper describes about my leadership strengths and areas for growth/future study. It also included how these qualities are used in my daily work routine, self-assessment results and a brief explanation on Individual style in leadership.
One of the core element of supervision is having managerial skills. The manager is one who has the obligation to study the time taken to execute the task. Then, the standards are set to accomplish the task for employees. Along these lines, manager measures the productivity of each employee. He is also responsible for arranging and managing the equipment, tools, machinery required for doing the work. This requires the manager to have a good education, experience, technical knowledge and the ability to perform administrative functions. Thus, the main aspect of managerial skills is to match the performance of employees with the limits ascertained (Sargent, 2003).