improving fast food chain operation through effective

Abstract— The study aims to assess the leadership practices of

fast food chain supervisors in the City of Olongapo. The researchers

utilized the descriptive-survey design of method with the use of

survey-questionnaire and interview as main tools in gathering the

data needed. The study involved the total number of ten day shift

supervisor-respondents and fifty (50) purposively selected day shift

rank-in-file employees from various fast food chains. The data

gathered were treated statistically using Percentage, Mean, and t-

Test. The supervisors usually practice the concepts of leadership for

the attainment of the goals of the organization based on the “Path-

Goal Theory of Leadership”. There is significant difference in the

assessment of the two groups of respondents on the leadership

practices of the fast food chain supervisors in the City of Olongapo.

Successful leaders know that building team spirit is the key to

business growth like the fast food chains in Olongapo City. There

truly is power in numbers, and the whole is indeed greater than the

sum of the parts. Thus, the findings of the study offer excellent fast

food chain operation tips on how to effectively build teams around

various leadership practices of the supervisors. The rank and file

employees should view supervisory leadership practices as avenue

for them to become effective store supervisors when promoted. Open

communication and continues feed backing techniques should be

properly practiced within the organization.

Keywords—Business operation, supervisors, leadership, fast food

chain, descriptive-survey design, Olongapo City, Philippines.

I. INTRODUCTION

An organization has the greatest chance of being

successful when all of the employees work toward achieving

its goals (Greenberg, 2015). Since leadership involves the

exercise of influence by one person over others, the quality of

leadership exhibited by supervisors is a critical determinant of

organizational success (House & Podsakoff, 2014). Thus,

supervisors study leadership in order to influence the actions

of employees toward the achievement of the goals of the

organization.

Manuscript submitted on September 2, 2017 for review.

This work was funded by the Research and Publications Office of

Columban College, Inc., - Olongapo City, Philippines.

Dr. Alejandro Jimenez is with the graduate school professor at Columban

College, Inc. teaching business courses.

Dr. David Cababaro Bueno, was with the Dean of the Graduate School,

and concurrent Director of Research and Publications Office of Columban

College.

Prof. Carlito S. Galangue is with the graduate school research staff and

concurrent Director for Extension Services, and a professor of business

courses at Columban College.

Dr. Eric A. Matriano, is the Dean of the College of Business and

Accountancy and a graduate school professor.

Leadership studies can be classified as trait, behavioral,

contingency, and transformational. Earliest theories assumed

that the primary source of leadership effectiveness lay in the

personal traits of the leaders themselves. Yet, traits alone

cannot explain leadership effectiveness (House, Rousseau, &

Thomas-Hunt, 2015).

Thus, later research focused on what the leader actually did

when dealing with employees. These behavioral theories of

leadership sought to explain the relationship between what the

leaders did and how the employees reacted, both emotionally

and behaviorally (Katerberg, & Hom, 2011). Behavior cannot

always account for leadership in different situations. Thus,

contingency theories of leadership studied leadership style in

different environments. Transactional leaders, such as those

identified in contingency theories, clarify role and task

requirements for employees (Klein, Dansereau & Hall, 2014).

Contingency cannot account for the inspiration and innovation

that leaders need to compete in today's global marketplace.

Newer transformational leadership studies have shown that

leaders, who are charismatic and visionary, can inspire

followers to transcend their own self-interest for the good of

the organization. Leadership is a dynamic relationship based

on mutual influence and common purpose between leaders and

collaborators in which both are moved to higher levels of

motivation and moral development as they affect real, intended

change (Beyer, 1996).

Thus, fast food chain supervisors should have the

knowledge and characteristics needed to provide leadership to

the supervision of staff and other members of the organization

(Markham, 2008).

Ideally, supervisors are or have been exemplary supervisors

and are well-grounded in the knowledge, skills, and

experiences of effective supervision (Markham & McKee,

2011). They have developed their own models of supervision

and know its steps, procedures, and a wide repertoire of

techniques. It is beneficial for them to have the basic skills to

better assure the success in the organization within their

responsibility.

Several factors and elements are considered very important

in the operation of a restaurant and fast food chain (McFarlin

& Sweeney, 2012). In order to operate a restaurant

successfully one must at least have a restaurant background or

do intense research on the subject. If one has spent his or her

working life as an electrician or doctor, the person is not likely

equipped to operate a restaurant. When a person has ten years

Improving Fast Food Chain Operation through

Effective Supervisory Leadership

Alejandro Jimenez1, David Cababaro Bueno

2, Carlito S. Galangue

3 and Eric A. Matriano

4

10th International Conference on Arts, Social Sciences, Humanities and Interdisciplinary Studies (ASSHIS-17) Dec. 17-18, 2017 Manila (Philippines)

https://doi.org/10.17758/URUAE.UH1217403 10

of experience in a field the person has become more

knowledgeable than the majority of the population in that area

and would benefit from opening a business related to that field

(Howell, 1997). People should not open a business in a field

where experience was not obtained (Howell 1997). Lee, Renig,

and Shanklin (2007) found, based on an independent survey of

food and beverage directors and administrators of assisted

living facilities, of thirty-four attributes required to be an

effective manager the top ten were as follows: One should act

as an effective team leader and team member. One should

manage all aspects of the operation (House & Mitchell, 2014).

Ensure the operation follows state and federal regulations.

Demonstrate effective time management practices. A manager

should possess the ability to coach team members. Managers

need the ability to communicate verbally and in writing,

effectively manage projects and be involved in self

professional development. Furthermore, Kerrii Anderson

Executive Vice President of Wendy’s International said the

restaurant business is the toughest to operate successfully, in

order to do so; the restaurant must be operated by finding new

ways to cut costs while developing new products and

approaches (Heffes, 2004).

Supervisors are involved in relationships with a numerous of

dynamics (Lovelace, Manz, & Alves, 2007). Prerequisite to

skilled supervisors is having the interpersonal skills necessary

to counsel, supervise, and administer (Mathe & Slevitch,

2013). Relationships develop and interactions occur between

them and their subordinates, and between supervisors and their

superiors (McCleskey, 2014). They should likewise establish a

productive climate within which their organization operates

(Silverthorne & Wang, 2001). Their values are reflected in the

organization and by the subordinates (Vecchio, & Boatwright,

2002). If they value ethical practice, the worth and dignity of

each individual, such are the values of the department, agency,

or business. If their personal interactions are characterized by

trust and respect, those become hallmarks of the interpersonal

climate of the staff (Turner, 2002). As with the other

leadership skills and practices, supervisors are able to match

their own administrative behaviors to the needs of their

employees under their care.

Thus, this particular undertaking will enable the researchers to

become knowledgeable about leadership behavior and

practices of a today’s fast food chain supervisors. With the

foregoing observations and claims, the researchers are very

eager to venture on the leadership practices of fast food chain

supervisors in Olongapo City as baseline information for the

improvement of fast food chain operation.

II. OBJECTIVE OF THE STUDY

The study assesses the supervisory leadership practices of

fast food chain supervisors in the City of Olongapo. It aims to

analyze the (1) supervisory leadership of fast food chains

managers; (2) rank-in-file- respondents’ assessment on the

leadership practices of their supervisors; (3) significant

difference in the assessment of leadership practices of the fast

food chain supervisors; and (4) implications of the findings

towards improving fast food chain operation.

III. METHODOLOGY

This study utilized the descriptive-survey design of

research. Bueno (2016) defined descriptive-survey as a design,

which aims to describe the nature of a situation, as it exists at

the time of the study and to explore the cause of particular

phenomena. The study involved the total number of ten-day

shift supervisors and fifty (50) conveniently selected day shift

rank-and-file store crews from various fast food chains in

Olongapo City for more convenient distribution and retrieval

of the questionnaire. Thus, convenient sampling technique was

only done in the selection of rank-and-file employees. A

survey-questionnaire-checklist was used. The instrument was

subjected to expert validity. It was tried to some fast food

chain store supervisors and crews at the Subic Bay Freeport

Zones, and graduate and undergraduate school professors of

business and hospitality management courses, and store

operators. The draft of the validated questionnaire was tested

for reliability using Test-Retest Method. A coefficient values

of .89 was obtained using Pearson Product Moment

Correlation. Thus, the instrument was reliable and consistent.

A permit was secured from the office of the fast food chain

managers and operators. A separate letter was provided to the

participants to personally explain the purpose of the study, and

to give assurance of anonymity and confidentiality of any

information and data gathered. The data gathered were

analyzed using descriptive statistics and t-Test for independent

samples at .05 level of confidence.

IV. RESULTS AND DISCUSSION

Assessment of Supervisors on their Supervisory

Leadership. The supervisors are very optimistic in answering

that they are always setting personal example of what they

expect from others. Moreover, they also talk about future

trends that will influence how their work as supervisor gets

done which will encourage cooperative relationships among

the people they work within the organization. They believe and

practice praising people for a job well done. Likewise, they are

trying to challenge themselves to try new and innovative ways

to their work and follow through on promises and commitment

they make in the operation of the store and in dealing with

their subordinates. In addition to these practices, they always

treat others with dignity and respect, making sure that people

is creatively rewarded for their contributions to the success of

the projects, and publicly recognizes people who exemplify

commitment to shared values, as well as finds ways to

celebrate accomplishments in the success of the operation.

This means that they are clear about their philosophies of

leadership. They speak with genuine conviction about the

higher meaning and purpose of our work, and ensure that

people grow in their jobs by learning new skills and

developing themselves. In addition to aforementioned

practices, the supervisor-respondents themselves usually seek



out challenging opportunities that test their own skills and

abilities, spend time and energy making certain that the people

they work with adhere to the principles and standards that they

have agreed on, and actively listen to diverse points of view.

Good thing to note also that, they usually make it a point to let

people know about their confidence in their abilities but they

are also open for feedback on how their actions affect other

people’s performance, and in return they usually practice

supporting the decisions that people make on their own. These

are vital in building consensus around a common set of values

for running the organization. The overall mean of their

assessment as to their leadership practices is 4.16, which

means that they usually practice the aforementioned concepts

of leadership for the attainment of the goals of the organization

based on the “Path-Goal Theory of Leadership”. A key finding

is that leaders educate their subordinates in which knowledge

growth and role development are constructed. Educational

leadership research is consistent with this finding in that

leaders create growth through clear, explicit and ambitious

goals that foster a collective professional learning community

(DuFour, 2004; Leithwood, 1992). Effective leaders educate

their subordinates through analyzing their surroundings to

improve and challenge their subordinates’ level of

achievement. The finding of educational leadership relates to

situational leadership because the manager is using both a high

task/low relationship and high relationship/low task style. The

manager is using high task/low relationship when stating

company policy as well as high task/high relationship to

involve the employee to support company policy and to

provide opportunities for the employee to mature in their role.

By the manager stating what policies the employee should

follow, illustrated the high task/low relationship style because

the manager is stating tasks of how to address and treat the

customer, and high task/high relationship because the manager

is attempting two-way communication and trying to sell these

policy decisions to the employee. The next narrative entails

high relationship/ low task because the manager is sharing the

opportunity decision with followers by using the word “we”

numerous times; and by using opportunity instead of mistake,

may build maturity in the manager’s followers.

Assessment of the Rank-and-File- on the Leadership of

Store Supervisors. The assessment of the rank-and-file-

respondents validate the assessment made by the supervisors

themselves. It is surprising to note that according to the rank-

in-file-respondents, the supervisors always develop

cooperative relationships among the people they work with. In

doing this, they praise people for a job well done and treat

others with dignity and respect. Another good practice by the

supervisors is asking for feedback on how their actions affect

other people’s performance, and "What can we learn?" when

things do not go as expected. Thus, there is a support from

them when their subordinates are making decision on their

own. The same observations are given by the rank-in-file-

respondents in saying that their supervisors are publicly

recognizing people who exemplify commitment to shared

values. They are doing these by finding ways to celebrate

accomplishments. Moreover, according to the subordinates,

their supervisors speak with genuine conviction about the

higher meaning and purpose of our work. Thus, this shows that

the supervisors are clear about their philosophies of leadership.

Majority of the concepts of good leadership are usually

practiced by these supervisors as exposed by the rank-in-file-

respondents. But there also concepts which are sometimes

practice only by the supervisors as mentioned like letting

people know about their confidence in their abilities, and

following through on promises and commitments they make.

Listening actively to diverse points of view is seldom practice

by the supervisor. Thus, the overall mean for the assessment of

the rank-in-file-respondents on the leadership practices of the

supervisors is 3.91, which means that the store supervisors are

usually practicing these good concepts of leadership for the

attainment of the organizational goals.

Difference of the Assessed Supervisory Leadership of

Store Supervisors. The difference as to the assessment of the

two groups of respondents on the leadership practices of the

fast food chains supervisors in the City of Olongapo is

analyzed. It is noted that the overall means of the assessment

are 4.16 and 3.91 for the supervisor assessment and rank-in-

file assessment respectively. Based on the computed t-value of

2.32 with the degree of freedom of 58, the critical value is

2.00. These values lead to the rejection of the null hypothesis.

Thus, there is a significant difference in the assessment of the

two groups of respondents on the leadership practices of the

fast food chain supervisors in the City of Olongapo. This can

be traced due to higher overall mean assessment of the first

group of respondents. Managers in the quick-service restaurant

context utilized teamwork to control stress. Consistent to this

finding, teamwork research conveyed that leaders who

reciprocate shared values, helpfulness, responsibility, and a

positive attitude, essentially contribute and develop a

cooperative and synergistic teamwork environment (Crichton,

2005; Griffin, Patterson, & West, 2001; Jones & George,

1998). Leaders that communicate teamwork through high

involvement, and create a common goal have been found to

motivate a job satisfaction increase from subordinates in which

teamwork is highly reliable (Baker, Day, & Salas, 2006;

Griffin, Patterson, & West, 2001; Jones & George, 1998).

Consistent with these findings, the theme of Teamwork

illustrated primarily high relationship/high task and high

relationship/low task styles. First, with high relationship/high

task, the manager trained their employees on how to transition

from using a screen to fill orders, using two-way

communication to promote teamwork and sell the follower on

communicating with the manager to control the situation of

stress. Secondly, the high relationship/low task style was

communicated by the manager because by the manager

participating in the stressful situation and handling it, the

employee should be handling the stress too. In other words, the

manager is setting an example of high relationship by being

right alongside the employee, not just telling the employee a



task and then not being involved. Future research should seek

to understand how these situational leadership styles

influenced the follower to mature in their role and how

effective the leader was in using these styles.

Implications to Fast Food Chain Operation. Successful

leaders know that building team spirit is key to business

growth like the fast food chains in Olongapo City. There truly

is power in numbers, and the whole is indeed greater than the

sum of the parts. Thus, the findings of the study offer excellent

fast food chain operation tips on how to effectively build teams

around various leadership practices of the supervisors. Fast

food chain owners know that running a company is not a one-

man show. It takes a team of committed and capable

employees to get the job done. But good teams do not just

happen. They are the results of an intentional effort and

practices on the part of the company’s supervisors and owners

to create a work environment in which every person feels like

his/her contribution is a vital and valued part of the

organization’s success.

Establish Clearly Defined Roles. Successful teams share a

common characteristic – every person knows the role they are

expected to play as well as the roles of the other team

members. As the business supervisor, it is his/her job to make

sure that every employee clearly understands the role he/she

plays in the organization. They can accomplish this by

ensuring that every employee has received an accurate job

description that is reviewed annually, perhaps during the

employee’s annual review. Tools such as organizational charts

and staff meetings provide a way for employees to see how

they fit into the big picture and to discuss role-related

conflicts.

Maintain open Channels of Communication.

Communication is the building block of an effective business

team. With that in mind, it is critically important for you to

create and maintain open channels of communication with

your employees. This means not only maintaining a clear

channel of communication between supervisor and the rank-in-

file employees, but also helping the employees maintain clear

channels of communication with each other. There is no

substitute for constantly reminding the employees that the

supervisor door is always open and that he/she is always

willing to listen to their concerns.

Develop a Way to Resolve Conflicts. Inevitably, the team

will experience conflicts. Ignoring those conflicts will only

cause them to grow until they become a major problem. So

instead of ignoring them, develop conflict-resolution skills

with the employees and create a mechanism for them to

address grievances if they cannot resolve their conflicts on

their own.

Model a Positive Attitude. Teams tend to adopt the

attitude and practices of their leader. If the leader is positive

and upbeat, then team members will tend to be positive and

upbeat as well. But if the leader demonstrates a negative or

critical attitude, the team will suffer because of the attitude of

the team members. By modeling a positive attitude and

practices for the employees, the supervisors are setting the

standard and creating an expectation of the qualities he/she

wants to see reflected in his/her team.

Celebrate Achievements as a Team. Since every employee

plays an important part in the success or failure of store

operation, it only makes sense to celebrate achievements as a

team. Depending on the size of the achievement, celebration

can be a simple one. The important thing is that every team

member has the opportunity to celebrate a job well done.

V. CONCLUSIONS AND RECOMMENDATIONS

Majority of the supervisor-respondents are female, single,

and college graduates. The mean age of the group is 28, and

have been in the service as supervisor for six years now. The

overall mean of the supervisors’ assessment as to their

leadership practices is 4.16. This means that they usually

practice the concepts of leadership for the attainment of the

goals of the organization based on the “Path-Goal Theory of

Leadership”. The mean assessment of the rank-in-file-

respondents on the leadership practices of the supervisors is

3.91, which means that the store supervisors are usually

practicing these good concepts of leadership for the attainment

of the organizational goals. There is a significant difference in

the assessment of the two groups of respondents on the

leadership practices of the fast food chain supervisors in the

City of Olongapo. Successful leaders know that building team

spirit is key to business growth like the fast food chains in

Olongapo City. Their truly is power in numbers, and the whole

is indeed greater than the sum of the parts. Thus, the findings

of the study offers excellent fast food chain operation tips on

how to effectively build teams around various leadership

practices of the supervisors.

The supervisors of the various fast food chains should

pursue upgrading themselves by attending graduate studies and

supervisory leadership trainings. The supervisors should

further enhance their leadership practices guided by the “Path-

Goal Theory” of leadership for effective fast food chain

operation. The rank-in-file should view supervisory leadership

practices as avenue for them to become effective store

supervisors when promoted. Open communication and

continues feed backing techniques should be properly

practiced within the organization.

ACKNOWLEDGMENT

The authors acknowledge the cooperation of the store

supervisors and crews during the data gathering process; the

assistance of the research staff; the MBA students in

monitoring the gathering of data; and Columban College, Inc.

for funding the study.

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Prof. Dr. David Cababaro Bueno is a holder of

Doctor of Education, Master of Arts in Science

Education, Master in Public Management, Master in

Business Administration, and Bachelor of Arts

degrees. He is a candidate for graduation leading to

the degree of Doctor in Business Administration and

currently taking Doctor in Public Management.

He is one of the awardees for the Sectoral

Engagement grant to conduct research on “Human

Resources Skills Comprehensive Development Plan for Region 3 under

Commission on Higher Education’s Faculty Development Program for K-12

Transition. He authored and co-authored books in Research and Thesis

Writing, Statistics for Research, Practical Quantitative Research, Practical

Qualitative Research, Biological Science for College Students, Physical

Science for College Students, Human Resource Management, Organization

and Management, Curriculum Development, Environmental Science,

Research Writing Made Easy for Business and Hospitality Students, Elements

of Biological Science, Food Safety and Sanitation, Fundamentals of Physical

Science, and Introduction to Human Biology. He is currently the Dean of the

Graduate School and concurrent Director of Research and Publications at

Columban College, Inc. Dr. Bueno is an active member of various national

and international professional organizations, research technical committee

and reviewer of various international conferences, statistician, seminar-

workshop speaker and multi-awarded research presenter in the ASEAN

community.

Prof. Eric A. Matriano, Ed. D., Ph. D. is a graduate of

Doctor of Education at Columban College, Inc. in 2002

and Doctor of Philosophy major in Business

Management at MLQU in 2014. He finished Bachelor

of Arts in General Science in 1994 and took Master of

Arts in Education major in Science Education and

Master of Business Administration.

He is one of the awardees for the Top Management Program at the Asian

Institute of Management under Commission on Higher Education’s Faculty

Development Scholarship Program for K-12 Transition. He is book co-author

of Chemistry Manual and Work-Text, Environmental Science: An Inquiry-

Based Approach and Research Writing Made Easy for Business and

Hospitality Students. He is currently the Dean and Research Coordinator of

the College of Business and Accountancy at Columban College, Inc. Dr.

Matriano is also a graduate school professor, research committee reviewer,

statistician, seminar-workshop speaker and multi-awarded research presenter.

Prof. Carlito S. Galangue is a graduate of Commerce

major in Accountancy, Master in Management and

Doctor in Business Administration. He is currently

the Director of community Extension Services

Office at Columban College, Inc., a research staff

and a graduate school professor handling business

courses.

Prof. Alejando Jimenez finished PhD in Business

Administration at Angeles University Foundation. He

is bank manager, supervisor, and an entrepreneur. He

is a graduate school professor at Columban College

Graduate School handling business courses.

.



improving fast food chain operation through effective

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