Management Style among the

Selected Cafeteria in

Lucena City

Calabano, Gian May P.

Diasanta, Cyrhell Ann

Lorica, Alodia Marnie V.

Pedernal, Kate Catherine M.

Revillosa, Tricia H.

Manuel S. Enverga University Foundation

Accounatancy, Business and Management

 CHAPTER I

Introduction

Management style is a powerful material for the managers. It is their approach to

accomplish the desired operational objectives of the business. Managers have to perform many

roles in an organization. Indeed, managers relied on their style of management to handle various

situation in managing every details that the business demands. In this study, the researchers aim

to determine which among of the six (6) styles of a management - Authoritative, Affiliative,

Coaching, Directive, Pacesetting, Participative has been employed by the selected cafeteria

managers in Lucena City.

Style in a management has significant contribution for the managers to perform

management functions including planning, organizing, staffing, directing and controlling.

Managers, in particular, adopt a style of management and its function for the smooth operation of

the business. However, there are a lot of problems that the managers are encountering in an

organization like mismatch of management skills, having not enough self-confidence, absence of

clear direction and difficulty in dealing with others.

The researchers conducted the study to know the level of preference in the management

style of selected cafeteria in Lucena City. The study provides the researchers additional

knowledge in the complexities of the business and budding businessmen who are planning to

start a business. Moreover, the importance of management style in an organization, in one way or

the other, as foundation of every manager has significant role to the success of the business.

Leaders in management positions play significant roles in the success or failure of the

company they lead. They can adopt right or wrong system of management, which affect the
leadership and smooth running of the company. Good managers are exemplary leaders and

should adopt the right style of management and leadership. Methods and styles for managing

situations in hospitals vary and depend on prevailing situation and levels of service provision, set

targets, and goals of the service. Management or leadership has different meanings and style;

however, in general they refer to assistance in the progress of works and affairs. In other words,

management refers to the liability of influencing or affecting a group in line with securing the

goals. The process of managing teams and ensuring their effectiveness requires the presence of

the leader who can motivate and provide a vision for their subordinates. The research sphere

which focus on analyzing the influence of management style and its effectiveness of the teams

that can be regarded as one of the most developing areas. The managing style of the leaders is

essential to the success of the teamwork. In many ways, leaders are not aware of the main needs

and wants of their subordinates, or they fail to understand the difference between the individuals

involved in the team. Management style is one of the critical antecedents to organizational

effectiveness. Management style is simply construed as a way to manage an organization. It is

the general approach of a manager in dealing with people at work and exercising of authority

over subordinates in an effort to reach organizational goals.

Purpose of the Research

The study aims to determine the management style among the selected Cafeteria in

Lucena City.

Specifically, it seeks to attain the following objectives:

1. Describe the background characteristics of the respondents in terms of:

1.1 Age

1.2 Sex

1.3 Educational Attainment

1.4 Years of Management Experience

2. Identify the level of preference of the cafeteria managers towards the following

management styles:

2.1 Authoritative

2.2 Affiliative

2.3 Coaching

2.4 Directive

2.5 Pacesetting

2.6 Participative
 3. Assess the level of significant difference on the level of preferences among different

Management styles of the respondents when grouped according to background

characteristics.

Theoretical Framework

THEORY X AND Y

Theory X managers tend to take a pessimistic view of their people, and assume that they

are naturally unmotivated and dislike work. As a result, they think that team members need to be

prompted, rewarded or punished constantly to make sure that they complete their tasks.

Work in organizations that are managed like this can be repetitive, and people are often

motivated with a "carrot and stick" approach. Performance appraisals and remuneration are

usually based on tangible results, such as sales figures or product output, and are used to control

staff and "keep tabs" on them. This style of management assumes that workers, dislike their

work, avoid responsibility and need constant direction, have to be controlled, forced and

threatened to deliver work, need to be supervised at every step, have no incentive to work or

ambition, and therefore need to be enticed by rewards to achieve goals. According to McGregor,

organizations with a Theory X approach tend to have several tiers of managers and supervisors

to oversee and direct workers. Authority is rarely delegated, and control remains firmly

centralized. Managers are more authoritarian and actively intervene to get things done. Although

Theory X management has largely fallen out of fashion in recent times, big organizations may

find that adopting it is unavoidable due to the sheer number of people that they employ and the

tight deadlines that they have to meet. Theory Y managers have an optimistic, positive opinion

of their people, and they use a decentralized, participative management style. This encourages a
more collaborative, trust-based relationship between managers and their team members. People

have greater responsibility, and managers encourage them to develop their skills and suggest

improvements. Appraisals are regular but, unlike in Theory X organizations, they are used to

encourage open communication rather than control staff. Theory Y organizations also give

employees frequent opportunities for promotion. This style of management assumes that workers

are happy to work on their own initiative, more involved in decision making, Self-motivated to

complete their tasks, Enjoy taking ownership of their work, Seek and accept responsibility, and

need little direction, View work as fulfilling and challenging, Solve problems creatively and

imaginatively. Theory Y has become more popular among organizations. This reflects workers'

increasing desire for more meaningful careers that provide them with more than just money. It's

also viewed by McGregor as superior to Theory X, which, he says, reduces workers to "cogs in a

machine," and likely demotivates people in the long term.

SCIENTIFIC MANAGEMENT THEORY

One of the earliest of these theorists was Frederick Winslow Taylor. He started the

Scientific Management movement, and he and his associates were the first people to study the

work process scientifically. They studied how work was performed, and they looked at how this

affected worker productivity. Taylor's philosophy focused on the belief that making people work

as hard as they could be not as efficient as optimizing the way the work was done. Taylor

published "The Principles of Scientific Management." In this, he proposed that by optimizing

and simplifying jobs, productivity would increase. He also advanced the idea that workers and

managers needed to cooperate with one another. This was very different from that way work

was typically done in businesses beforehand. A factory manager at that time had very little
contact with the workers, and he left them on their own to produce the necessary product. There

was no standardization, and a worker's main motivation was often continued employment, so

there was no incentive to work as quickly or as efficiently as possible. Taylor believed that all

workers were motivated by money, so he promoted the idea of "a fair day's pay for a fair day's

work." In other words, if a worker didn't achieve enough in a day, he didn't deserve to be paid as

much as another worker who was highly productive. With a background in mechanical

engineering, Taylor was very interested in efficiency. While advancing his career at a U.S. steel

manufacturer, he designed workplace experiments to determine optimal performance levels. In

one, he experimented with shovel design until he had a design that would allow workers to

shovel for several hours straight. With bricklayers, he experimented with the various motions

required and developed an efficient way to lay bricks. And he applied the scientific method to

study the optimal way to do any type of workplace task. As such, he found that by calculating the

time needed for the various elements of a task, he could develop the "best" way to complete that

task. These "time and motion" studies also led Taylor to conclude that certain people could work

more efficiently than others. These were the people whom managers should seek to hire where

possible. Therefore, selecting the right people for the job was another important part of

workplace efficiency. Taking what he learned from these workplace experiments, Taylor

developed four principles of scientific management. These principles are also known simply as

"Taylorism"

HUMAN RELATIONS MANAGEMENT THEORY

The immediate period after World War Two saw a different approach in organizational

studies. Until that time, there was only talk of Scientific Management which mainly focused on

productivity, efficient division of labor and workers as an extension of machinery.1950 saw a

change to this discourse with the introduction of the Human Relations Theory. This movement

saw workers in a different light; they were now seen as thinking beings with needs, who liked to

receive attention. Companies realized that attention motivated employees and even allowed them

to get more out of themselves for the benefit of the organization. Elton Mayo is considered the

founder of the Human Relations Theory. Prior to this trend, Elton Mayo already started an

experiment in the Hawthorne plants in 1924; the Hawthorne experiment. There was a great deal

of discontent among the 30,000 workers in the Hawthorne plants in Chicago in the early twenties

of the last century. This was somewhat peculiar, because this phone parts plant already acted

extremely progressively towards its workers (through pensions and sickness benefits), something

which was almost unthinkable in this period. Elton Mayo and his assistants, including Fritz

Roetlishberger, conducted research into changing working conditions. They experimented with

light, duration of breaks and working hours. A group of women were exposed to either more or

less light. It turned out that, regardless of the amount and duration of lighting, this had a positive

effect on their performances. The same was true for rest periods; shorter or longer breaks both

led to an increase in labor productivity.

ADMINISTRATIVE THEORY

Back around 1860, Henri Fayol, a then-young engineer, began working at a coal mine in

France. While working at the mines, he noticed that managing the miners was not an easy job.

Managing was not as effective as it could be. Managers had few resources and tools to better

manage people. At the time, Frederick Winslow Taylor, founder of the school of scientific

management was making strides in maximizing productivity by focusing on the work and the

worker relationship. In other words, Taylor believed that there was a science to work. If workers
worked more like machines, there would be increased productivity. Unlike Taylor's scientific

management theory, Fayol believed that it was more than just work and workers. Managers

needed specific roles in order to manage work and workers. This became known as the

administrative school of management and was founded on the six functions, or roles, of

management: Forecasting, Planning, Organizing, Commanding, Coordinating, Controlling.

The theories stated above, explained how managerial style can effectively help the

business to operate in a productive way. It will help the managers to understand the employee,

how to communicate with them, and how to deal with them in some situation. The said

management style theories took up on how manager operates the subordinates on their

productivity.

Literature Survey

Management style are the principles that underline the methods, abilities and techniques

managers use in handling situations and expressing leadership within an organization. But then,

not all managers are the same. Some are good, some are found to be lacking. Some are well-

liked, while others have a hard time getting the favor of the people above them, and the members

of their team. Management style pertains into different styles such as Authoritative, Affiliative,

Coaching, Directive, Pacesetting, and Participative. Among the management styles Authoritative

is often touted as the most effective out of all styles, although it is not without its disadvantages

just like, this may give the impression of a manager that does not care about how the employees

are working, since it is far from being hands on. On the other style, Affiliative aims at creating a
harmonious relationship in the workplace, particularly between the manager and the employees,

and also among the employees. Employees’ self-worth and self-esteem will be high, with the

knowledge that their manager values them personally and professionally. However, in Coaching

style the manager focus only on the professional development of their employees. They are

mentoring the entire subordinate. This is also a great way to develop a strong bond, or a

relationship of respect and cooperation between the manager and the subordinates. Subordinates

will tend to look at managers as coaches or teachers, and respect them as such. Wherein, through

the use of Pacesetting style the goals of the organizations and objectives they working to achieve

aims to accomplish these task to a high standard of excellence. It is most effective when the

employees are highly motivated and have the competence to accomplish tasks according to the

high standards of excellence set by management. Since then, the last management style which is

Participative, it is More than just promoting harmony among employees, the participative

management style aims at establishing consensus and building commitment among employees.

Manager is inclined to have a willingness to listen to everyone, recognizing that everyone has

ideas that should be considered in the company’s decisions. (Hay and Mcber, 2019).

Strong verbal ability, perceptual ability, and reasoning are crucial traits of the intelligence

of leaders. Self-confidence including self-esteem, self-assurance and a strong desire to

accomplish tasks are important traits of leaders. Integrity is exhibited through qualities such as

honesty and adherence to a set of principles. These traits create trust among followers. Leaders

with interpersonal skills are more sensitive to followers’ needs and are more sociable. In sum,

the trait approach creates leadership profiles that have heuristic utility for the selection of leaders

in organizations. Trait theory is also useful for leaders who can use such studies to increase their

awareness of their own strengths and weaknesses. One of the management styles is the Directive
Style, as eloquently stated by (Mullins, 2005) Involves letting subordinates know exactly what is

expected of them and giving specific directions. Subordinates are expected to follow rules and

regulations. Though it can be effective in communicating a clear and concise vision of the

organization’s strategic goals directive leadership is transformational only by coercion. Because

of the authoritative nature of directive leadership employees may be less likely to adopt

management’s vision or values if they are excluded from the decision-making process. This type

of leadership is defined as the type of leadership where leaders provide a direct and unambiguous

approach to their followers. Since the subordinates will be provided with necessary direction,

guidance, and support, they will be required to achieve expected results in exchange. Directive

leadership represent distinct and dissimilar leadership behaviours and are, thus, situated at the

opposite ends of a range based on the extent to which subordinates are able to exert control

(Clark, Hartline & Jones 2009). Fong and Snape (2015) point out those organizations are

evolving from a penchant for hierarchical leadership to one in which leaders encourage

employee empowerment and support. Empowering leadership promotes 'self-leadership,

participative goal-setting, and opportunity thinking by followers' (Ling et al. 2015:1067). As

such, empowering leadership consists of employees perceiving that their leader's actions

facilitate their involvement in decision-making through the provision of opportunities for

thinking innovatively and thereby taking measured risks. Accordingly, in this management style

stimulates responsibility taking as opposed to the issuing of instructions and is, in the main,

distinguishable from other styles of management that it eliminates subordinates' feelings of

powerlessness. Clark and Waldron (2016) observe that this style of management also promotes

sharing and cooperation. Directive Management has been demonstrated to be an 'effective

leadership style for many employees and organizational settings' (Sharma & Kirk man
2015:199). With this in mind, Sharma and Kirk man (2015) note that empowering leadership has

been positively linked with both (1) organizational and team outcomes (incorporating:

performance, behaviors, efficacy and knowledge creation) and (2) individual level results (such

as positive employee attitudes, engagement, satisfaction, creativity, employee in- and extra-role

behaviors knowledge sharing and follower commitment. This leadership style has also been

found to enhance the relationship between transformational leadership and organizational

commitment (Mesu, Sanders & Van Riemsdijk 2015). It delivers initial team performance faster

than that achieved in teams with empowering leaders (Lorinkova et al. 2013) and is the

appropriate leadership style when staff members have an external locus of control (Mittal 2015)

or a major crisis is faced (Maggitti et al. 2010). The second management style is Authoritative

Management Style. Authoritative, or autocratic, management can be both desirable and

unrelenting when used in a supervisory role in management. Bass (2008) describes the

authoritative-autocratic cluster of leadership style as “being arbitrary, controlling, power-

oriented, coercive, punitive, and close-minded” (p.440). He seems to mean when leading in this

manner, the person is solely in control of the performance of their subordinates and of all the

decision-making. Sadler (2003) further notes the authoritative leader makes decisions and

imposes them on everyone else, expecting implementation without question. The result would be

to reach the decision without regard for feelings. For example, a supervisor in a textile factory

setting would delegate tasks to ensure the company makes daily production. The subordinates

would not give an opinion or feel as if they had a choice in regards to getting the work completed

before the end of the shift. Despite the possible harshness authoritative leaders can possess, they

also produce structure, rules, and compliance (Bass, 2008). Authoritative leaders depend on their

official rank to regulate the behavior of their subordinates (Bass, 2008). This type of behavior
produces followers even when they are unwilling. With the security of legal support and the

ability to maintain order, the authoritative leadership style can warrant results. In this respect,

Goleman (2000) found that authoritative leadership increases the commitment to the

organization’s goals; therefore, a vision can be established and carried out effectively. In the

business world, authoritative leaders state the result of a process while giving his or her

subordinates the flexibility and freedom to take risks and experiment in order to get the job done

(Goleman, 2000). This could mean that the leader does not expect to hear any questions and is

not concerned with how they reach a goal, as long as it is accomplished. Another form of

leadership used in education takes a more collaborative approach. The next management style is

Affiliative Management. With this the manager uses this style to promote harmony, cooperation,

and good feelings among employees. Affiliate actions include accommodating family needs that

conflict with work goals, quickly smoothing tensions between employees, or promoting social

activities within the team. The manager pursues being liked as a way to motivate people. With

this style they put people first and tasks second. Affiliative managers promote connection and

harmony between team members. They solve personality conflicts between team members, praise

good work, and maintain healthy morale. Management researchers associate the affiliative approach

to leadership with the creation of trusting relationships. Imagine the faltering but talented team in the

first act of your favorite sports movie. The coach comes in, helps everyone work together, and makes

something great out of an impossible situation. Focus on relationships and collaboration during

stressful transitions and peak output. Use affiliative management strategies after setbacks – and when

personality conflicts damage productivity. Use  affiliative management when creating a new team

from scratch (unlike authoritative management, which works best when introducing new workers into

existing, high-risk environments). Give everyone time to learn their roles and work out the personality
conflicts which naturally arise in the early stages of team development. When reorganizing a

department, take special care to understand how each team member works best. Some people will

want to work in the comfortable niches they created for themselves under previous systems and

managers. Others see transitions as opportunities for rapid change – and address their pet peeves.

Smart managers take things slowly. They challenge entrenched workers to adapt and help creative

types remain patient. Group cohesion requires trust, which is only earned over time. Affiliative leaders

stand in the middle of the seesaw – leaning to one side or the other to create balance. They know

everyone needs to feel a little uncomfortable during times of instability – but no one should feel out-

of-place or unappreciated. Some managers believe poor performance goes unnoticed (or, at least,

unchallenged) by affiliative managers. Use this style of leadership sparingly, just as you would the

authoritative leadership style. In many ways, these two methods represent the two ends of the

management spectrum. Use extreme patience and tolerance to heal your team and get them back on

track. Employ affiliative management techniques when team members need to identify their strengths

and weaknesses, sort out their roles and responsibilities, and put aside their ego battles. When things

start working smoothly again, transition into a more goal-based management style and challenge your

team to increase their productivity and efficiency. Participative management style is management

style positively associated with high level of job satisfaction. It is based on the involvement of

employees in decision-making, problem-solving in the company and empowering employees, as

well as on supporting their high autonomy, own initiative and creativity. The article describes the

features of participative management style and the outcomes of our own research focused on

participative management style elements. The research sample was the group of subordinates in

network industries companies. In the study the employees on below manager positions evaluated

the level of participation that they have in decision - making. They were explored by Like rt -
scale questionnaire. The results confirmed that more than half of employees (60, 5 %) don’t have

enough possibilities to participate in decision – making even when the decisions are highly

connected to their work and they consider them as very important. The study findings

demonstrated that empowerment of employees is not on high level and the companies should

consider including employee empowerment techniques as components of management

development programs. Participative leadership style is that involves all members of a team in

identifying essential goals and developing procedures or strategies for reach those goals. From

this perspective, participative leadership can be seen as a leadership styles that relies heavily on

the leader functioning as a facilitator rather than simply issuing orders or making assignments.

This type of involved leadership style can be utilized in business settings, volunteer

organizations and even in the function of the home. One of the main benefits of participative

leadership is that the process allows for the development of the additional leaders who can serve

the organization at a later date. Because leaders who favor this style encourage active

involvement on the part of everyone on the team, people often are able to express their

creativity and demonstrate abilities and talents that would not be made apparent otherwise that

ultimately improve the performance of employees. The discovery of these hidden assets help to

benefit the work of the current team, but also alerts the organization to people within the team

who should be provided with opportunities to further develop some skill or ability or future use.

Hajzler (2011) characterizes participative management style and freedom at work with these four

main features: x commitment - employees voluntarily commit to do their tasks, they are willing

to negotiate about the objectives and procedures x mastery, autonomy and meaningfulness - the

three needs that create the system. The more built for them, the stronger the intrinsic motivation

of employees. The more of them are present, the higher intrinsic motivation of employees. x self-
management - the arrangement is made such that it is not necessary manager that manages

others, x engagement - the more you manage to meet the needs of mastery and autonomy, the

more people feel involved and have a greater desire to work. The system is not only functional

and self-governing, but there it passion, creativity, freedom and independence. The behavior of

managers to employees is the factor that has the greatest impact on employee motivation.

Managerial behavior leading to demotivation is in most cases unnecessary - not related to the

"objective" conditions of work. It is the result of management mistakes and mostly of the lack of

attention devoted to business training and selection of executives (Urban, 2011). There is

considerable research showing that participative management has positive impact on employee

job’s satisfaction (Likert, 1967; Daley, 1986; Bernstein, 1993; Kim, 2002). Despite that, the

current work environment in many companies is still too bureaucratic and hierarchical, very

often with lack of proper management. Business is too focused on the fact that people should not

do any mistakes, rather than support them in achieving exceptional results. The rules are adjusted

so that no one has to do nothing wrong - but even nothing exceptional. In other words, the

current model of people management in most companies does not stimulate innovations and the

search for higher value- added (Uriga, 2011). Pacesetting Management style is all about, expects

and models excellence and self-direction. If this style were summed up in one phrase, it would

be “Do as I do, now.” The pacesetting style works best when the team is already motivated

and skilled, and the leader needs quick results. Used extensively, however, this style can

overwhelm team members and squelch innovation. managers perform technical activities as

well as manage. They themselves have very high standards and expect the same in others. They

usually have high expectations of employee motivational development and assumptions of

responsibility. Managers with pacesetting styles have little concern for interpersonal relations
and may reassign work if employee ability or willingness hampers performance. They focus on

tasks to be achieved rather than those people who must achieve them. In reality we all tend at

times toward any one of the leadership or managerial styles. Once you understand which style

you lean toward, you must then be aware of the good and the bad that results from any particular

style. This will help us maximize employee performance within the organizational framework

we have laid out.  In this style, the leader sets high standards for performance. He or she is

“obsessive about doing things better and faster, and asks the same of everyone.” But Mr.

Goleman warns this style should be used sparingly, because it can undercut morale and make

people feel as if they are failing. “Our data shows that, more often than not, pacesetting poisons

the climate,” he writes. expects and models excellence and self-direction. If this style were

summed up in one phrase, it would be “Do as I do, now.” The pacesetting style works best

when the team is already motivated and skilled, and the leader needs quick results. Used

extensively, however, this style can overwhelm team members and squelch innovation. This

style emanates from the emotional intelligence characteristics: conscientiousness, drive to

achieve, and initiative. The pace-setting leader sets high personal performance standards and

expects others to meet them also. Those who cannot measure up are likely to find themselves

being replaced. The pace-setter does not trust employees to work in their own way or to take the

initiative. The result is that the pace-setting style can destroy a positive work environment, as

employees feel they will never be good enough and their morale falls. Flexibility and

responsibility also disappear. However, the approach can work well if employees are self-

motivated, skilled and only require a minimum of coordination and direction. Teams of

accountants, lawyers, researchers and technicians, for example, will often respond well to this

style. Coaching has been one of the most significant developments in leadership and
management practice in the last thirty years (Hawkins, 2012). Evered and Selman (1989) pointed

out a paradigm in which ‘the process of creating an organizational culture for coaching becomes

the core managerial activity’, and where coaching is viewed ‘not as a subset of the field of

management, but rather as the heart of management’. Increasingly, organizations are beginning

to embrace a new management culture based on inclusion, involvement and participation, rather

than on the traditional command, control and compliance paradigm (Hamlin et al., 2006).

Coaching can be viewed as a partnership relation based on mutual trust between a properly

prepared coach and coachee where, through conversation, the coach asking questions, receiving

feedback and helping remove internal barriers, coaches are motivated to determine the goal they

aim to achieve and to achieve the goal based on their own values and resources (Randak-

Jezierska, 2015). As aforementioned, one of the reasons my interest in this topic sparked was

from my formal coaching education at UTD while studying the book, coaching as a Leadership

Style, by Robert F. Hicks (2014). The book analyses a study conducted primarily for healthcare

industry executives, but its theory is applicable in all business sectors. This book studies how

leadership and coaching can work together to create a better corporate environment where its

executives can communicate effectively and conduct their day-to-day business via better

constructive, more open, more motivating and empowering approaches. As the author states, “A

case is made for coaching as a means to help Elite Professionals make the transition to a team-

based, task-interdependent work environment, and for coaching as a skillset that will help

operationalize the components of transformation leadership” (p. xiii). He has included dialogues

and conversations in order to understand how a coaching conversation can alter the leadership

style of an executive and what the effects of that can be. Another source of information is the

book, Executive Coaching with Backbone and Heart by Mary Beth O’Neill (2007). In chapter 11
of the book the author describes how leaders can effectively coach their employees. She

discusses possible pitfalls and gives a great explanation of the path leaders can take to coach

their people. She says that bosses should take two distinct roles when coaching employees: “Role

1: Articulate performance expectations, and ensure that the employee commits to them. Role 2:

Coach and develop the employee to accomplish those expectations” (p. 263). Mary Beth O’Neill

argues in her book that when a boss uses coaching effectively, there are many benefits created

that will influence the entire organization. Specifically, she says that once effective coaching is

used, “it has ripple effect throughout the organization” Coaching as a Leadership Style 5 (p.

281). This source will be used to show how a leader can use coaching to improve his people’s

performance and relationships within the team and the organization. In the book, The

Psychology of Executive Coaching, the author, Bruce Peltier (2010), discusses bad and good

leader traits. He analyses the habits that can jeopardize a leader’s position and points out that

“poor working relationships and inability to develop or adapt (including inflexibility)” and

“authoritarianism and excessive ambition, insensitivity, aloofness, lack of follow through, and

inability to do strategic planning” were examined to be characteristics of leaders, in the United

States, “who had fallen by the corporate way-side” (p. 334). He also gives a list of positive leader

traits which all link to coaching as a leadership style. Dianne R. Stober and Anthony M. Grant

(2006), in the book, Evidence Based Coaching, define coaching by defining its nature and

discuss “effective ways to create and sustain change” (p. 1). They give several definitions of

what coaching is and establish a core base of what is common to the definitions they have cited.

They say that the common themes: include a collaborative and egalitarian rather than

authoritarian relationship between coach and coachee; a focus on constructing solutions and goal

attainment process, rather than solely analyzing problems; the assumption that clients do not
have clinically significant mental health problems; an emphasis on collaborative goal setting . . .

and is typically directed at fostering the ongoing self-directed learning and personal growth of

the coachee. (p. 3) Here the editors support the coaching style as an effective means of

development and leading. There are also case scenarios that explain how coaching can make a

difference and help various businessmen and/or businesswomen reach a desired and self-

designed goal. This is directed towards the professional growth of employees. The manager will

focus on helping employees identify their strengths and weaknesses, improvement areas and set

development plans that foster career goals. They’ll create an environment that supports honest

self- assessment and treats mistakes as learning opportunities in the development process. You

will always have a dominant style that you use more than any other. It's always really interesting

to see the mix of how often you use the other styles as well. Think about what styles you use the

most often. Are they effective? Are you a one dimensional leader that uses the same style over

and over again? Or can you be like a chameleon being able to change and reflect depending on

the circumstances. If there was a crisis which needed strong and urgent leadership then a

coaching style would not suit that particular situation but if you wanted to get the best out of staff

in terms of their development, then it would.

Based on the above materials there are six management styles such as Authoritative,

Affiliative, Coaching, Directive, Pacesetting, and Participative. In fact according to (Anastasia,

2019) there is no right or wrong management style. There is no listed problem in choosing what

management style you should apply in. Because the best out of it depend in several factors

beyond the levels of their experiences and values, the work involved, the environment of your

business, even various circumstances prevailing at that certain period of time, particularly the

personalities and capabilities of the person involves in your business and off course the gender
and age of the manager. The best leaders and managers can often use more than two or three of

these management styles at any one time as long as they doing right.

Significance of the Research

This study aims to determine the Management Style among the selected cafeteria in

Lucena City. As such, the completion of this paper provides understanding of the concept present

so as to generate data and information that every planner could use in order to come up with

strategies, plans and designs that aims to strategically position them in the highly competitive,

diverse, and complex business environment that is experienced at present. By fulfilling the aims

that were stated in the objectives section, this study is helpful for other researchers who may be

focusing on understanding the concept of effective management styles. The notable significance

of this study is the possibility that other researchers may be able to use the findings in this study

for future studies that creates a huge impact on society. This study finding can be used for other

findings that might prove to be helpful in introducing changes to the business.

Students. This research may aid their understanding on the significant roles on how to come up

in business organization and in their everyday life too. Thus, this research may initiate them to

have knowledge and understanding in managing a business.

Parents. It will benefit the parents of the children with special needs. It can help them to come

up with self-assurance that their children are given more education that would make them a

functional individual in the society.

Managers. This study can provide information that is relevant to their administrative

management and instructional leadership. Also important was how they engaged with employees

over identifying the causes of problems, then how they implemented continuous improvement

programs, and set key performance indicators to track performance.

Future Researchers. The outcome of the study is beneficial to the neither present researchers or

the future researchers. This study may be one of the basis that a new theory in learning will arise.

Definition of Terms

Affliative – this type of manager puts the people first, and the task that needs to be accomplished

second. The manager focuses on avoiding conflicts and works at encouraging a good personal

and professional relationship among employees. The manager motivates by seeing to it that

everyone is happy and satisfied.

Age – refers to the background characteristic of the respondents in this study which ranges from

25 to 50 years old.

Authoritative – authoritarians who use their leadership to play up their power as a tactic for

motivating or intimidating others are often viewed as extreme.

Cafeteria – is a type of food service location in which there is little or no waiting staff table

service, whether a restaurant or within an institution such as large office building or school, a

dining location is also referred to as a dining hall or canteen.

Coaching - the manager has great willingness to help employees and encourage them to further

develop their strengths and improve on their weaknesses, and increase their performance levels.

Convenience – a business that specializes in making a particular convenience product will

typically need to focus on increasing production volume rather than on improving product

features to boost profits.

Directive – the manager takes on the “do as I say” approach. It’s “my way or the highway” for

this type of manager. He directs, or even dictates, what is to be done, and the employees are

expected to follow along, with no questions.

DTI (Department of Trade and Industry) – the DTI is responsible for realizing the country’s

goal of globally competitive and innovative industry and services sector that contribute to

inclusive growth and employment generation.

Educational Attainment – refers to the degree or level of completed education of a person on

the basis of the followings: elementary, high school, technical vocational, Bachelor’s degree in

college, Masterate in Graduate School And Doctorate in Post Graduate Studies.

Pacesetting – the manager motivates by setting high standards of excellence. If employees are

not able to meet these standards, they assign the task to someone else.
Participative – it is inclined to have a willingness to listen to everyone, recognizing that

everyone has ideas that should be considered in the company’s decisions. They ask the

employees what they like to do, and opens the floor for voting.

Sex - refers to the socially constructed characteristics of women and men – such as norms, roles

and relationships of and between groups of women and men.

Years of Management Experience – it is a proven track record of effective management. It's

hard to land a management position when you don't have the title “manager” on your resume or

can't provide specific examples of your management experience.

Scope and Limitation

The study focused on the different management style in the selected Cafeteria in Manuel

S. Enverga University Foundation in Lucena City. The researchers conducted the study to

determine the management style of the different managers in the operation of the business. The

researchers selected the respondents using purposive sampling technique. The study does not

cover the managerial traits of the manager and the behavior of personnel.

Research Design

The study used a descriptive design. The descriptive of the research were involve the

assessment of the background characteristics of the respondents. It focused on the Management

style among the selected cafeteria in Lucena City. A five-point Likert scale questions were used

in the gathering of data.

Research Instrument

The researchers used a structure survey type of questionnaire as the instruments to gather

information from the respondents regarding the managerial styles of MSEUF cafeteria, Lucena

City. The objectives of the study and also the related literature served as the researcher basis to

make a questions that would be asks to the respondents.

Data Gathering and Procedure

First, the permits to conduct the study had been secured. A letter of approval, noted by

the Research Adviser, were presented to the Track Head of Accountancy, Business and

Management (ABM) consistent, the administration of the questionnaire was conducted. Results

were tabulated, subjected to statistical treatment and interpreted.

Respondents/Units of Analysis/Subject of the Study

The respondents of the study were the managers of the selected eight (8) cafeteria

operating in Manuel S. Enverga University Foundation in Lucena City.

Sampling Design and Procedure

 The researchers used purposive sampling technique with the total of 8 cafeteria managers

in Lucena City. Specifically, responses of respondents were taken within the period of January to

March 2019 using checklist questionnaire as instruments in gathering information.

Hypothesis

This study tested the following hypothesis in at 0.05 level of ignorance

Ho: There is no significant difference in the level of preference in management style of

the respondents when grouped according to background characteristics.

Hi: There is significant difference in the level of preference in management style of the

respondents when grouped according to background characteristics.

Data Analysis Plan

Data gathered were subjected to statistical treatments to facilitate analysis and

interpretations. The researchers used the frequency distribution method, arithmetic mean and

Non-parametric test equivalent to ANOVA to determine the management style of the managers

in the selected cafeteria in Lucena City.

Five-point Likert scale are used to facilitate and analysis and interpretation.
 5(f)+4(f)+3(f)+2(f)+1(f)____
N

Where in weighted mean

frequency of the score

Total number of the respondents

Also, the researchers used Kruskal Wallis H test to determine the level of preference of

management style among the selected cafeteria in Lucena City.

Furthermore, from the formula given, the ratings below will served as the basis for
finding out the descriptive rating for each mean value computed:

Mean Value Value Judgement

5 4.20-5.00 Strongly Agree
4 3.40-4.19 Agree
3 2.60-3.39 Undecided
2 1.80-2.59 Disagree
1 1.00-1.79 Strongly Disagree
Research Paradigm/Conceptual Framework

Leadership, as a process, is both an art and science of motivating people- followers, co-

workers- by influencing and empowering them. It is the ability to make a change or a difference

by creating a goal, bringing in people together, raising their commitment through proper vision,

conviction, influence, enthusiasm and empowerment. Kotler (1996) has defined leadership as

“the driving force behind any successful change process is leadership, leadership, and still more

leadership.” Leadership occurs at different levels – intra-individual process, dyadic process,

group process, and organizational process. It can be best conceptualized mainly through a proper

understanding of The leader focused theories (intra-individual process), The leader follower

focused theories (dyadic and group processes) and The leader follower context focused theories

(organizational process).

Independent Variables Dependent Variables

 Implication to
preferred
management style of
selected cafeteria
managers
 Level of preference in
the management style
of selected cafeteria in
terms of
 Background
Characteristic of -Authoritative
the respondents
-Affiliative

-Coaching

-Directive

-Pacesetting

-Participative
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Name (Optional):_____________________________________

Name of the Cafeteria (Optional): ____________________________________________

Direction: Put a check ( / ) mark on the corresponding box for your answer.

PART I. BACKGROUND CHARACTERISTICS

Age: 20- 25 years old

26-30 years old

31-35 years old

36-40 years old

41-45 years old

46-50 years old

51 years old and above

Sex: Male Female

Educational Attainment:

High School Undergraduate

 High School Graduate

College Undergraduate

College Graduate

Master’s Degree Holder

Doctoral Degree Holder

Years of Management Experience:

1-2 years 7-8 years

3-4 years 9-10 years

5-6 years 11 years and above

PART II. LEVEL OF PREFERRED MANAGEMENT STYLES

Direction: Please check ( / ) the box that corresponds to your answer.

AUTHORITATIVE

INDICATORS Strongl Agree Undecided Disagre Strongly

y agree e disagree
I, as a manager are… 5 4 3 1
2
1. Controlling of the performance of my
subordinates .
2. Making decisions and imposing them on
everyone else expecting implementation without
questions.
3. Regulating strictly the behavior of my
subordinates.
4. Implementing discipline to my subordinates.

5. Expecting high commitment from my

subordinates towards our organization’s goals.

AFFILIATIVE
 INDICATORS Strongly Agree Undecided Disagree Strongly
agree disagree
I, as a manager are… 5 4 3 2 1
1. promoting connection and harmony to
subordinates.
2. supporting cooperation among subordinates.
3. Pursuing my subordinates to motivate them.
4. Giving priority to our people before the task.
5. solving personal conflicts with my subordinates.

COACHING

INDICATORS Strongly Agree Undecided Disagree Strongly

agree disagree
I, as a manager are… 5 4 3 2 1
1. helping my subordinates in identifying their
strengths and weaknesses.
2. treating mistakes as a learning opportunities in
the development process.
3. creating an environment that supports honest
self-assessment.
4. creating a better corporate environment through
effective communication.
5. Motivating and empowering my subordinates.

DIRECTIVE

INDICATORS Strongly Agree Undecided Disagree Strongly

agree disagree
I, as a manager are… 5 4 3 2 1
1. Letting my subordinates know exactly what I
am expecting to them.
2. expecting my subordinates to follow the rules
and regulations as directed to them.
3. communicating a clear and concise vision of the
organization’s strategic goals.
4. providing a direct and unambiguous approach to
my subordinates.
5. conveying management vision to my
subordinates.

PACESETTING

INDICATORS Strongly Agree Undecided Disagree Strongly

agree disagree
I, as a manager are… 5 4 3 2 1
1. always asking quick results from my
subordinates.
2. setting high standards to my subordinates.
3. reassigning the works if my subordinates ability
or willingness hampers performance.
4. focusing on tasks to be achieved rather than my
subordinates who must achieve them.
5. trusting my employees to have the initiative.

PARTICIPATIVE

INDICATORS Strongly Agree Undecided Disagree Strongly

agree disagree
I, as a manager are… 5 4 3 2 1
1. always encouraging and empowering my
subordinates.
2. involving my subordinates in decision making.
3. supporting my subordinates in achieving
exceptional results.
4. expecting creativity from my subordinates.
5. expecting my subordinates to voluntarily
commit to do their tasks.

Checked and validated by:

MACAULAY B. BAGNATE, LPT

Evaluator