Why Many Good Workers Turn into Bad Bosses - Essay Example

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The role of the Chef in the Chinese restaurant was a key position. Mr. Min was a very good trained chef who was an asset to the restaurant. As a chef, Mr. Min's strengths were self discipline in his work, motivation to try new things, capability to create new varieties in his area of expertise and his passion with culinary…
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Why Many Good Workers Turn into Bad Bosses
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GOOD BOSS AND GOOD WORKER The role of the Chef in the Chinese restaurant was a key position. Mr. Min was a very good trained chef who was an asset tothe restaurant. As a chef, Mr. Min's strengths were self discipline in his work, motivation to try new things, capability to create new varieties in his area of expertise and his passion with culinary. His responsibility on the job was to follow the procedures in the kitchen and to create delicacies. His motivation in his job and his passion made the management notice him. The management decided to promote him as the Chief Chef in charge of deciding the menu, control of staff in the kitchen and purchase control. When Mr. Min was promoted as the Chief Chef, orientation was given by the management about the nature of the job and expectations of the management.
But when Mr. Min took charge he was not performing well as he had done in his previous job. There was confusion in the kitchen and the kitchen staff were de-motivated. In fact some of the chefs were considering exploring new opportunities. The management was concerned about the developments in the kitchen and Mr. Min was called for meeting with the management. Separate interviews were also conducted with the kitchen staff to identify the source of the problems. It was identified by the management that, the position of the Chief Chef is a job which requires more of leadership and interpersonal skills than of culinary skills. A Chief Chef should know culinary but the knowledge of culinary alone does not make a Chief. Mr. Min was a very good chef but when it came to leading a department it was very difficult for him, because his ability to lead the department in a positive manner was very less. As the Chief of a department it is very essential that a person understands the need to motivate the staff in a positive way. Identification of the strengths and problems faced by the department, clear idea about the nature of resources needed for performance, planning of the activities that are essential to satisfy the customers and fixing measurable outcomes that the department has to accomplish are some of the basic requirements of leading a department in the positive manner which he was not very effective. There were huge gaps in communication and the staff were confused about the expectations. This created conflicts and a drain of the positive energy.
The position of the Chief requires leadership skills to motivate the staff to perform on the job. He has to possess all the qualities of a leader who can make the staff feel valued and appreciated. On the other hand the position of a worker requires skill on the job only. The requirements of a good worker are different from the requirements of a good chief. For example, the former requires technical knowledge, intelligence on the job, ability to learn quickly and so on. But the person who is going to be the Chief requires more of interpersonal skills, leadership skills, negotiation skills, and so on. He should be able to create a vision for the organization, generate commitment among the staff members and create irreversible momentum within the team. (Whetten, 514).
Hence, it can be concluded that, the expectations from the boss and the worker are different. Their roles are different, job requirements are different. It is essential that the boss has a knowledge about the field work to be able to lead his organization and not necessarily the vice versa. Good leadership is most frequently provided explanation for an organization's success and leadership is one of the most important influences in helping organizations perform better. (Pfeffer, 223)
1. Whetten A. David and Cameron S. Kim, Developing Management Skills, New Jersey, Prentice Hall, 2005
2. Pfeffer, James, The Human Equation: Building Profits By Putting People First, Boston, Harvard Business School Press, 1998 Read More
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