Exploring the influence of transformational leadership on employee motivation in selected fast food industry 6

By: Neri, Lenie Jane Y.; Reyes, Karylee Avon G.; Robelo, Aries F.; Salandanan, Blue Ashrey Hikaru M. 4 0 16, [, ] | [, ] |
Contributor(s): 5 6 [] |
Language: Unknown language code Summary language: Unknown language code Original language: Unknown language code Series: ; 202446Edition: Description: 62 pagesContent type: text Media type: unmediated Carrier type: volumeISBN: ISSN: 2Other title: 6 []Uniform titles: | | Related works: 1 40 6 []Subject(s): -- 2 -- 0 -- -- | -- 2 -- 0 -- 6 -- | 2 0 -- | -- -- 20 -- | | -- -- -- -- 20 -- | -- -- -- 20 -- --Genre/Form: -- 2 -- Additional physical formats: DDC classification: | LOC classification: | | 2Other classification:
Contents:
Action note: In: Summary: ABSTRACT: During the early days of the fast-food industry, leadership frequently adhered to a hierarchical and centralized approach. The founders or owners exerted substantial power, and decision-making followed a chain of command from the top-down. In response to increased market competitiveness and the entrance of global fast-food industry, leadership styles have adjusted to better suit the dynamic and competitive business environment. Transformational leaders at fast food chains encourage providing their workers more freedom. They push their team members to make decisions, take the lead, and add to the success of the company. Some chains give their workers this kind of power by encouraging them to come up with new menu items or better ways to run the business. Transformational leadership helps people come up with new ideas and adjust to shifting market trends. In the fast food business, leaders are always looking for new ways to improve the customer experience, bring out new products, and make operations run more smoothly. This study investigates how transformational leadership affects employee motivation in the fast-food industry, with a particular emphasis on a Selected Fast Food in SM Manila. In order to comprehend transformational leadership's impact on employee motivation, its capacity to uplift, encourage, and create a feeling of purpose in employees is investigated. The study uses a quantitative methodology , surveying managers and employees at the chosen fast-food chains to collect data. The purpose of the surveys is to measure employees motivation, views of leadership behaviors, and general job satisfaction. Qualitative insights on particular transformational leadership methods that are well-received by staff members are obtained through in-depth surveys. The research also takes into account potential moderating factors, like job role specificity and organizational culture, in order to offer a more comprehensive view of how transformational leadership appears in various fast-food business contexts. This study has broad implications for academic and practical sectors. It provides insightful information for managers, HR practitioners, and service crews who aim to improve employee engagement and overall organizational performance in the fast-food industry's dynamic environment. A more through understanding of the complex relationship between transformative leadership and employee motivation in this particular company setting will be facilitated by additional analysis and interpretation of the data collected. Other editions:
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Business Research: (BSBA major in Human Resource Management) - Pamantasan ng Lungsod ng Maynila, 2024 56

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ABSTRACT: During the early days of the fast-food industry, leadership frequently adhered to a hierarchical and centralized approach. The founders or owners exerted substantial power, and decision-making followed a chain of command from the top-down. In response to increased market competitiveness and the entrance of global fast-food industry, leadership styles have adjusted to better suit the dynamic and competitive business environment. Transformational leaders at fast food chains encourage providing their workers more freedom. They push their team members to make decisions, take the lead, and add to the success of the company. Some chains give their workers this kind of power by encouraging them to come up with new menu items or better ways to run the business. Transformational leadership helps people come up with new ideas and adjust to shifting market trends. In the fast food business, leaders are always looking for new ways to improve the customer experience, bring out new products, and make operations run more smoothly. This study investigates how transformational leadership affects employee motivation in the fast-food industry, with a particular emphasis on a Selected Fast Food in SM Manila. In order to comprehend transformational leadership's impact on employee motivation, its capacity to uplift, encourage, and create a feeling of purpose in employees is investigated. The study uses a quantitative methodology , surveying managers and employees at the chosen fast-food chains to collect data. The purpose of the surveys is to measure employees motivation, views of leadership behaviors, and general job satisfaction. Qualitative insights on particular transformational leadership methods that are well-received by staff members are obtained through in-depth surveys. The research also takes into account potential moderating factors, like job role specificity and organizational culture, in order to offer a more comprehensive view of how transformational leadership appears in various fast-food business contexts. This study has broad implications for academic and practical sectors. It provides insightful information for managers, HR practitioners, and service crews who aim to improve employee engagement and overall organizational performance in the fast-food industry's dynamic environment. A more through understanding of the complex relationship between transformative leadership and employee motivation in this particular company setting will be facilitated by additional analysis and interpretation of the data collected.

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