Assessing the Impact of Situational Leadership Style on Enhancing Employee Performance in Quick Service Restaurants

Document Type : Original Article

Authors

Hotel Management, Faculty of Tourism and Hotel Management, Helwan University, Cairo, Egypt.

Abstract

 Several researches have dealt with leadership style and its impact on employee performance. With that in mind, this study will inspect the impact of one of the leadership styles (situational leadership style) on employee performance among leaders and employees of quick service restaurants (QSRs) in Greater Cairo. Although there are different types of leadership styles, this research focused on only one type of leadership behavior (i.e., situational leadership) to assess its relationship with both of employee job fit and job incentives. This study reports the findings of a questionnaire survey from 240 QSRs employees conducted from July 2019 till September 2019. This survey included 21 items based on five-point Likert scale (from strongly disagree to strongly agree) which was used to measure both situational leadership behavior and job performance from the view of its employees. The results of this study reveal that QSRs' employees working in Greater Cairo are affected by their managers' conduct of situational leadership. Consistent to these findings, QSRs' managers have to improve their relationship behavior with their subordinates; also, they should understand how high task behavior will influence them to mature in their performance and how effective the manager was in using situational leadership style.   

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