FOREIGN TRADE UNIVERSITY

FACULTY OF BUSINESS ADMINISTRATION

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PRINCIPLES OF MANAGEMENT REPORT

ANALYSIS OF GORDON RAMSAY’S LEADERSHIP IN
MASTERCHEF JUNIOR

Submitted by : Group 2
Course : Principles of Management
Class : QTRE303
Instructor : Mr. Hoang Anh Duy

Ha Noi, December of 2022

 TABLE OF CONTENTS
ABSTRACT..............................................................................................................1
INTRODUCTION....................................................................................................1
1. Overview...........................................................................................................1
2. Objectives.........................................................................................................1
3. Methods............................................................................................................2
4. Structure of the report....................................................................................2
SECTION 1: THEORETICAL FRAMEWORK.....................................................3
1.1. Definition.......................................................................................................3
1.2. Types of power..............................................................................................3
1.2.1. Coercive power........................................................................................3
1.2.2. Reward power..........................................................................................3
1.2.3. Legitimate power.....................................................................................4
1.2.4. Expert power............................................................................................4
1.2.5. Referent power.........................................................................................5
1.3. Leadership approaches.................................................................................5
1.3.1. Trait approaches.......................................................................................5
1.3.2. Behavioral Approaches............................................................................7
1.3.3.      Situational approaches.......................................................................11
1.3.4. Contemporary Approaches.....................................................................13
SECTION 2: FINDING AND ANALYSIS ON LEADERSHIP...........................15
2.1. Overall Introduction...................................................................................15
2.2. Analysis of Gordon Ramsay’s Leadership................................................15
2.2.1. Power of leader......................................................................................15
2.2.2. Leadership traits.....................................................................................16
Behavioral Approaches....................................................................................16
2.2.4. Situational Approaches..........................................................................17
2.2.5. Contemporary Approaches.....................................................................18
SECTION 3: RECOMMENDATION...................................................................19
3.1. For Gordon Ramsay...................................................................................19
3.2. For future leader.........................................................................................20
3.2.1. Focus on the people................................................................................20
3.2.2. Back to Basics........................................................................................21
3.2.3. Persistence..............................................................................................21
REFERENCES......................................................................................................22
JOB DESCRIPTION AND CONTRIBUTION.....................................................23
 ABSTRACT
Our research focuses on the fundamentals of leadership, then moves on
to a variety of leading strategies and the various qualities of an effective
leader. In particular, we draw on a variety of theoretical models and
frameworks to utilize a strong leadership approach to delve deeper into our
subject. The study attempts to present a practical approach that details the
ramifications of leadership in a realistic setting, with the help of the reality
show MasterChef Junior. We have discovered that effective leaders share
some common personality features and management methods. We also notice
that different individuals and qualities have varied leadership styles, which
affects how successful they are. Finally, but equally significantly, we offer
assessments of the approaches that have been presented and offer suggestions
for a clear approach to implementing skills.
With all the analysis and examples, we hope the study will provide a
clear understanding of the issues' underlying context and draw attention to the
factors that both individuals and organizations can take into account when
deciding whether to acquire and use leadership qualities.
Finally, we would like to express our greatest appreciation to Professor
Hoang Anh Duy, our lecturer, for teaching us during this course. Through
stimulating exercises, you consistently gave us immensely valuable direction
and recommendations. Your dynamism, vision, authenticity, and inspiration
have profoundly moved us, forced us to grow ourselves, and encouraged us to
cement our leadership potential every day. Studying under your direction was
our great pleasure and privilege, and we are very grateful for all you have
provided.
 INTRODUCTION
1. Overview
Leadership is a process by which an executive can direct, guide and
influence the behavior and work of others towards accomplishment of specific
goals in a given situation. Leadership is the ability of a manager to induce the
subordinates to work with confidence and zeal. Leadership involves
establishing a clear vision, sharing the vision so others will follow willingly
and providing the knowledge, information and methods to realize the vision.
Basically, leadership is the ability of an individual or organization to lead or
guide other individuals or organizations. 

According to Keith Davis, “Leadership is the ability to persuade others

to seek defined objectives enthusiastically. It is the human factor which binds
a group together and motivates it towards goals.”

Nowadays in a global competitive business environment, leadership

skills are crucial for both personal and professional development. Leadership
is an important function of management, which helps an individual or a
business to maximize efficiency and to achieve goals. Each organization
needs a competent leader with wise vision in order to stand solidly in a
competitive market, assert a position, and counteract all opponent destructive
tactics. 

2. Objectives
Our study aims to provide an insightful analysis of leadership by
examining personal traits of Gordon Ramsay, his behaviors and styles,
supported by theoretical frameworks for a foundational understanding, using
all the knowledge learned from the Principles of Management course, along
with additional research and references. In order to enhance the approach and
execution of leadership in reality, we would also address some
recommendations for both Gordon Ramsay and other future leaders after
obtaining particular findings and outcomes.

3. Methods
For the ultimate efficiency in making clear of the points of discussion,
we would like to use a cut scene from the reality show MasterChef Junior
(season 1, episode 5) and would base our work on the leadership of Gordon
Ramsay towards two teams competing for passing the challenge that occurred
throughout the piece. The movie is representative of the required
characteristics of an extreme and democratic leader when it comes to guiding
the kids.

4. Structure of the report

To provide a logical and systematic analysis, this report’s content is
divided into 4 sections:

SECTION 1: THEORETICAL FRAMEWORK

SECTION 2: FINDING AND ANALYSIS OF LEADERSHIP

SECTION 3: RECOMMENDATIONS

SECTION 4: CONCLUSION
 SECTION 1: THEORETICAL FRAMEWORK
1.1. Definition
Leadership is the process of influencing others to adopt the work
behaviors required to accomplish organizational objectives. Therefore, those
in positions of leadership who have the ability to influence others must assist
both themselves and others in acting morally: they establish direction and a
vision; they mentor, encourage, train, and instruct employees; they
communicate to resolve conflicts; they create a positive work environment,
etc.

1.2. Types of power

A leader's influence can determine how well common goals are met in
the workplace. Power is one essential tool that outstanding leaders utilize.
There are 5 types of power: coercive power, reward power, legitimate power,
expert power and referent power. 

1.2.1. Coercive power

The foundation of coercive power is fear of losing jobs, promotion,
demotion, negative performance reviews, loss of key projects, etc.
Threatening others is how one gains this power. This kind of authority can be
used to hold employees to a high standard of performance. Coercive power
can be used by leaders to make innovation a requirement for employee
performance; if staff members aren't creative and innovative, they risk being
replaced by someone who can.

1.2.2. Reward power

Reward power is simply the power of a manager to give some type of
reward to an employee as a means to influence the employee to act. Rewards
can be tangible or intangible. Examples of tangible rewards include monetary
awards, wage or salary increases, bonuses, plaques, certificates, and gifts.
Intangible rewards can also be effective. Examples of intangible rewards
include praise, positive feedback, recognition, more responsibility including a
rise in status, and even a well-timed 'thank-you.' Whether large or little, the
reward can encourage innovation, healthy competition, and excitement among
your staff.

1.2.3. Legitimate power

Legitimate power is a power you derive from your formal position or
office held in the organization's hierarchy of authority. For example, the
president of a corporation has certain powers because of the office he holds in
the corporation. Like most power, legitimate power is based upon perception
and reality. It is based on the reality that a person holds a particular position
in an organization. It's also based on the perception of an employee that
someone holding that position has authority to exert control over her.
Legitimate power as a source of authority has one distinct advantage over
many other sources of authority, which is that it is usually based upon some
objective rule or law of the organization. The military is a typical organization
where this kind of power is utilized. The boss has the authority and legal
support to control resources, encourage good behavior, and even penalize
rebellious subordinates.

1.2.4. Expert power

Expert power is the ability an employee has, regardless of seniority, to
show expertise in a subject or situation. For example, if no one else in the
department knows how to run a certain software program and a specific
employee does, that employee has the expert power in that situation. Expert
power can help a department diversify its overall skill, allowing the
department to handle many kinds of challenges and projects. It can also help
motivate your team and make the team more capable.
1.2.5. Referent power
Referent power is a kind of power or influence that comes from being
liked or admired. It cannot be forced or assigned. Specific to an organizational
setting, people can hold referent power regardless of their titles, positions, or
skill sets because referent power is relationally oriented. The ability to
influence comes from interpersonal relationships with others who often feel
connected to referent leaders, sometimes even emulating them.
Characteristics of referent power include perceptions of one who is likable,
credible, and respected. 

1.3. Leadership approaches

Leadership is an essential function in every organization. In fact, no
organization can exist without a leader. The goal of any organization depends
on the people that are employed to achieve the organizational objectives.
Effective administration depends to a very great extent on sound leadership
that can influence the workers in such a way that they all strive towards
achieving the desired objective of the organization. Importantly, workers
should be encouraged to work willingly with zeal and confidence. Since
leadership is very important in an organization, there is a need to look at
different views that have been given by some scholars about leadership and
leaders. Over the years, five primary approaches for understanding and
explaining leadership have evolved: the trait approaches, the skill approaches,
the behavioral approaches, the situational approaches, and the contemporary
approaches.

1.3.1. Trait approaches

One of the first theories of leadership was the trait approach to
leadership. The characteristic approach served as the foundation for the first
leadership research, despite the fact that it does not yet have a completely
defined theory with well-supported hypotheses. The main goal of this theory
is to define the various personality traits and qualities that are associated with
effective leadership in a range of contexts. People have a wide variety of
personality characteristics that can be combined in countless ways. The
characteristic approach aims to uncover or suggest a collection of human
traits that make it possible for a person to lead others effectively by analyzing
effective combinations of human personality features.

Anyway, the researchers found that only a small number of

characteristics seemed to set leaders apart from followers. Despite research
attempts, it was unable to identify a set of characteristics that would
consistently separate a leader (the person) from a non-leader. Perhaps it was
overly optimistic to believe that all successful leaders would share a set of
distinct and regular characteristics. Later researchers, however, looked for
characteristics that were consistently linked to leadership. These seven traits:
Drive, Desire to Lead, Honesty and Integrity, Self-confidence, Intelligence,
Job-Relevant Knowledge, and Extraversion—have been linked to Effective
Leadership.

Drive: Leaders put in a lot of effort. They are ambitious, have a lot of
energy, are tenacious in their pursuit of their goals, and show initiative. They
also have a moderately strong drive for success.

Desire to lead: Leaders have a powerful desire to do so. They exhibit a

readiness to accept responsibility.

Honesty and integrity: By being honest or non-deceptive and by

demonstrating high coherence between word and deed, leaders can develop
trusting relationships with their followers.

Self-confidence: Followers look to leaders for a lack of insecurity.

Therefore, leaders need to show confidence in order to persuade followers
that their objectives and choices are justifiable.
 Intelligence: Leaders need to develop visions, solve issues, and come
to the best conclusions; moreover, leaders must be intellectual enough to
gather, synthesize, and evaluate huge amounts of information.

Job-relevant knowledge: Successful leaders have a deep

understanding of the business, their industry, and technical issues. Leaders
may make well-informed judgments and comprehend the effects of those
actions with the help of in-depth knowledge. 

Extraversion: Leaders are lively, energetic individuals. They rarely

remain silent or introverted but are sociable and assertive.

1.3.2. Behavioral Approaches

Leadership research began to shift away from leader traits and toward
leader behaviors in the early 1950s. Behavioral theories distinguish between
effective and ineffective leaders. Behavioral leadership theories hold that
great leaders are created rather than born. According to this theory, people can
learn to be leaders through training and observation, so anyone who wants to
can become a leader. 

Many studies have been carried out to investigate the behavioral

approach. Iowa State University studies, University of Michigan studies, and
the Managerial Grid of Black and Mouton are three typical behavioral
approach studies.

1.3.2.1. Iowa State University studies  

One of the first studies of leadership behavior was done by Kurt Lewin
and his team at the University of Iowa. They found out three leader behaviors
or styles:  Autocratic, Democratic and Laissez-Faire leadership style.

Autocratic leadership
 A leader gives their own opinions and obliges employees to follow
their directions and decisions from them. They focus on authority, make
unilateral decisions, and limit employee participation. Therefore, authoritarian
leadership can only be applied effectively when there is little time for group
decision-making or when the leader is the most knowledgeable. Or in case of
employees have the full motivation to work.

Democratic leadership

Democratic leaders typically encourage group discussion and allow for

group participation in decision-making. They share their leadership
responsibilities with their followers and involve them in the task's planning
and execution. Participative leaders encourage group members to engage
while retaining final decision-making authority. Members of the group will be
more motivated and creative as a result of their involvement in the process.

Laissez-Faire style

The laissez-faire leader generally steps back and gives his or her
employees complete freedom to make decisions and complete their work as
they see fit. They do not micromanage or become overly involved, and they
do not provide excessive instruction or guidance. Laissez-faire leaders, on the
other hand, allow their employees to use their creativity, resources, and
experience to help them meet their objectives.

In conclusion, each style has advantages and disadvantages, none of

them is the best. The decision on which style to use is primarily influenced by
the situation, the types of followers, and the leaders' expectations.

 1.3.2.2. University of Michigan studies

 The Michigan leadership studies with a research objective:  to locate
the behavioral characteristics of leaders that were related to performance
effectiveness. According to these studies, there are task-oriented (also referred
to as production-oriented) and relationship-oriented (also referred to as
employee oriented).  

Production-oriented

Task-oriented leader behaviors tend to focus on performing the work

group’s job and are similar to initiation of structure behaviors.  Task-oriented
behaviors include setting clear work standards, directing followers’ activities,
instructing them on work procedures, and meeting production goals.  

Employee-oriented 

Relationship-oriented behaviors focus more on employee well-being

and allow them to participate in decision-making processes, similar to
consideration behaviors. Results also suggested that employee-oriented leader
behaviors were more effective overall than task-oriented behaviors.

1.3.2.3        Blake and Mouton’s managerial grid

The managerial grid model is a style leadership model developed by

Robert R. Blake and Jane Mouton that is based on previously studied
concerns for people and for production. The model is represented as a grid,
with the X-axis representing the production and the Y-axis representing
people, with each axis ranging from 1 (low) to 9 (high) (high).
 According to the Grid, there are 8 leadership styles,
but only five special styles were named:  

Impoverished management: (1,1) or low concern for production, low

concern for people. 

Task management: (9,1) or high concern for production, low concern

for people.

Middle of the road management: (5,5) or medium concern for

production, medium concern for people.

Country club management: (1,9) or low concern for production, high

concern for people 

Team management: (9,9) or high concern for production, high

concern for people
 1.3.3.      Situational approaches

Appearing in the 1960s, the situational approach contends that there is

no one optimum leadership style because it relies on the circumstances of
each unique event. As a result, research focuses on identifying key situational
aspects and how they interact in order to determine appropriate leadership
behavior for the situation. 

SLT (Situational Leadership Theory) by Hersey and Blanchard

Author Paul Hersey and leadership specialist Ken Blanchard created

the SLT. The leadership style in the model is adaptable, allowing the manager
to change how they manage to depend on the situation at work and how they
interact with their staff. Managers that follow this model, therefore, need to
match their leadership style to the maturity of their followers. The willingness
and the capacity are the two factors used to measure followers' maturity. 

We have four levels of follower readiness when we combine them:

 R1: People are both unable and unwilling to take responsibility for
doing something. Followers lack confidence and competence. 

R2: Although unable, people are willing to complete the necessary job
tasks.  Followers are motivated but they lack the necessary abilities.

R3: People are able but unwilling to do what the leader wants.
Followers are competent, but don’t want to do something.

R4: People are both able and willing. They are competent and willing
to work.

To find solutions for the above cases, Hersey and Blanchard developed four

types of leadership styles based on the task and relationships that leaders
experience in the workplace. They are Telling, Selling, Participating and
Delegating.

Telling style: A high-task, low-relationship style in which the leader

provides clear instructions and closely monitors work. This approach is
intended for R1, who are incapable of accepting responsibility for their
actions as well as reluctant to do so. 

Selling style: A high-task, high-relationship style in which the leader

tries to persuade the group to adopt their views by persuading them to follow
task instructions. With R3 followers, this is utilized. These followers, in
contrast to the preceding model, are capable but disinclined to perform the
task.

Participating style: which emphasizes shared ideas and decisions, is a

low-task, high-relationship style. With R2 followers who have experience but
may lack the confidence to do the tasks given, managers can employ this
approach. 
 Delegating style: A low-task, low-relationship style in which the
leader gives the group the authority to make judgments regarding assigned
tasks. Utilized most effectively with R4 followers.

1.3.4. Contemporary Approaches

There are some leadership styles of this approach such as Visionary
Leadership, Transformational Leadership, Charismatic Leadership and
Transactional Leadership.

Visionary leadership is a business leadership style that focuses on a

long-term plan for the future. A strong visionary leader has a clear idea of the
future, which they communicate to their employees to foster a community of
collaboration and teamwork.

Charismatic leadership is a form of professional guidance or

management built on a foundation of strong communication skills,
persuasiveness, and maybe even a little bit of charm to help them get the most
out of everyone that works for them. They tend to be passionate, have
charisma (hence the charismatic title), and have strong convictions with a
deep connection to the work that they’re doing—which, in turn, inspires the
same conviction in others.

Transactional leadership, also known as managerial leadership, is a

leadership style where leaders rely on rewards and punishments to achieve
optimal job performance from their subordinates. The leader rewards workers
who perform their tasks to the specified levels and punishes workers who do
not perform to those set standards.

Transformational leadership focuses on the needs of others, rather

than the needs of the leader. The transformational leader’s focus is directedly
towards the organization, and his or her behaviour builds follower
commitment toward organisational objectives. Transformational leadership
also differs from one of its predecessors, transactional leadership, because it
focuses on culture. Transactional leaders do not try and change the culture –
they work within the existing status. On the contrary, transformational leaders
strive for culture change to drive improvement and performance.
 SECTION 2: FINDING AND ANALYSIS ON LEADERSHIP
2.1. Overall Introduction
Gordon Ramsay, a multi-Michelin starred chef and restaurateur known
for his highly acclaimed restaurants and cookbooks. However, he is best
known in the early 21st century for the profanity and fiery temper that he
freely displayed on television cooking programs as a leader.
This video is a cut scene from a reality show called “Masterchef
Junior”. About MasterChef Junior, it is an American cooking competition
involving children from the ages of 8–13 that premiered on FOX on
September 27, 2013. It is based on the format of the British series Junior
MasterChef. "MasterChef Junior” is a new competition series for talented kids
between the ages of 8 and 13 who love to cook, as part of a new multi-year
deal with award-winning chef Gordon Ramsay. The show will give budding
cooks the exciting opportunity to showcase their talent, culinary smarts and
passion for food through a series of delicious challenges and cook-offs.
This cut scene is in Season 1 Episode 5. The contestants are divided
into 2 teams (Red Team and Blue Team) and have to compete with each other
in the restaurant takeover challenge. The teams have to prepare two appetizers
and entrees from the menu under Ramsay. Thus, Gordan Ramsay appears to
be such a democratic and extreme leader. 
2.2. Analysis of Gordon Ramsay’s Leadership
2.2.1. Power of leader
Based on the video, it can be seen that Gordon Ramsay owns two sources
of leadership power, which are: expert and reward powers. To be more
specific:  
Expert power: As a top-ranking chef, Gordon Ramsay is knowledgeable
and experienced. He can offer excellent advice to the candidates. When the
red team could not fill in the ravioli molds properly, he instructed them to fill
it with the exact amount.  
Reward power: As one of the three judges in this competition, he could
give awards to the contestants according to their performance. He could
directly decide which team was the winner and had a chance to continue to
participate in this competition.
2.2.2. Leadership traits
Job-relevant knowledge: As a top-ranking chef in the world, Gordon
Ramsay is accomplished and knowledgeable. With about 40 years of working
in high-end restaurants, he knew exactly how to remain consistent within the
team, which both teams in the video lacked. Therefore, he shared his
experience and knowledge with them so that they could perform well. 
Desire to lead: He is passionate. He cares about what he does. He
wants to help people be more successful in their businesses. In the video, it is
obvious that he closely monitored both teams to ensure that the dishes turn
out well and do not disappoint customers.
Extraversion: Without a doubt, this trait has shown clearly in the clip.
Gordon gave the impression of a very energetic and lively leader with his
loud voice when he gave orders to both teams to prepare dishes on time.
Intelligence: Gordon Ramsay is undeniably competent as a chef. He
knows how to push his line cook to their limit and have them follow his
orders. He knew when to pay compliments (at 0:20, he complimented the
ravioli that the Blue team cooked) and when to criticize (at 2:40, he was not
satisfied with the Blue team’s dish and required them to do it again).  
Behavioral Approaches
Gordon's leadership style is clearly demonstrated through theories from
Michigan University among the major research utilizing behavioral
methodologies. It is clear that his approach to leadership is suitable and
flexible.
 University of Michigan studies (Production – oriented)
Production-oriented is the way the leader sets challenging goals for
his/her followers, expects them to perform at their highest level and shows
confidence in their ability to meet this expectation.
Throughout the video, we can see that his leadership style is
production-oriented. 
He yelled out the tickets quickly (at 1:20), urged both teams to cook
fast and be consistent so as to meet the customers’ delivery orders. He asked
“How much time do you need?” and made sure they did their task within the
permitted time)
He closely monitored both teams to make sure that they are going in the
right direction and that every dish was served on time, which increased the
overall productivity of both teams. (From 1:50 to 2:20, he checked on how
each team was doing, gave advice immediately and both team’s every dish
before serving them to the customers)
He knows communication is the key to each team’s productivity. Both
teams were required to shout “Yes Chef” after being given a task so that
Gordon knew they had accepted responsibility for the task. 
When the Red Team was having trouble filling ravioli molds, he told
them to fill it the exact same amount.
When the blue team’s dish turned out badly, he called them out and
required them to do it again in order to go up to customers’ expectations.
=> Through the way he led candidates, it can be clearly inferred that
Gordon Ramsay focused on fulfilling the given tasks, making sure everything
was in order with a view to yielding the best result.
2.2.4. Situational Approaches
Hersey and Blanchard’s situational leadership theory (SLT)
Throughout the video, Gordon Ramsay commanded these two teams
with an array of directive commands: “Stop” (13:50), “Communicate with
them” (12:14). In the preparation time, he also told the Red Team to fill the
dish (Ravioli) with the same level: “I want them all filled to the exact same
level”. Besides, Ramsay encouraged his followers by complimenting:
“Stunning!” “They’re beautiful!”, “Well done!”
Therefore, we can conclude that Gordon Ramsay has used Selling Style
- the leader provides both directive and supportive behaviors.
Furthermore, we can see that the contestants of both the Red Team and
Blue Team could not cook multiple dishes in such a short period of time.
Therefore, they faced various difficulties concerning decoration and time
management, for example they were angry with their team members (Dara,
don’t get aggravated at me). However, whenever their leader (Gordon
Ramsay) told them what to do and how to cook, they were all willing to cook
(when Ramsay told them to recook the tuna fish, they all obeyed
immediately) and followed the chef as long as they were in a competition to
pass difficult challenges. 
As we all mentioned above, these followers are categorized as R2
(People are unable but willing to do the necessary job tasks) according to the
definition of Hersey and Blanchard’s theory. According to Hersey and
Blanchard, if employees are at R2, the leader should use the Selling Style
(high task – high relationship): the leader provides both directive and
supportive behavior.
2.2.5. Contemporary Approaches
Visionary Leadership
Gordon Ramsay had a good vision to influence the two teams at that
time to push them up. He stated the two visions as well as two goals when
pursuing a job in the service industry: “The secret of a great service is making
sure we have an amazing preparation” (00:42) and “Service is all about
consistency” (02:49). During this time, all contestants seemed to get lost in
preparing the dishes, so they advocated Gordon Ramsay with view to getting
back on track in the kitchen.

SECTION 3: RECOMMENDATION
3.1. For Gordon Ramsay
As mentioned in the analysis section, Gordon Ramsay implemented the
production - oriented leadership style in this video, which seems quite
suitable because they are in a competition, to be specific, in a rush of time so
the production needed to be prioritized.

According to the research of Michigan University, the leaders who are

employee - oriented are able to get high group productivity and high
satisfaction from group members. It means that in the future Gordon Ramsay
should alter his leadership method to employee - orientation style.  A
suggestion for Gordon Ramsay is that he should put less pressure on his
members because it was the first time cooking multiple dishes at the same
time with the contestants, so facing extreme pressure could make them
confused as well as making various mistakes. Moreover, Gordon Ramsay
should not complain about his members’ dishes like: “It looks like dog’s
dinner” which sounds really rude and could negatively affect the relationship
between members and leader.
Furthermore, Gordon Ramsay should try to control his emotions. In
fact, sometimes he seems to be quite impulsive and overreacts to candidates’
performance. Gordon Ramsay’s impulsiveness may lead to dislocation. He
needs to be a little more humorous to arouse the kitchen’s atmosphere.
Therefore, his followers will feel comfortable which leads to robust
engagement and high productivity. In general, emotional control is an
essential skill for a successful leader in the workplace. Employees often
follow leaders on how to act, particularly during times of upheaval and
change. Leaders should know how they feel and know their own emotions
and their actions can affect the people around them. Therefore, they can help
develop the people on their team, give them constructive feedback, and listen
to those who need it. An exceptional leader is one who takes their time,
considers both sides of an argument, and responds with a problem-solving
attitude rather than emotion. After all, to be successful in building a stronger
team, Gordon Ramsay should possess the ability to manage strong emotions.
However, we can see that throughout the cut scene, Gordon’s true
leadership skills come to the fore: he stated a top-notch quality standard, and
he showed how to improve the process without ever doing a task instead of
the staff. Accepting there is a problem and that the management must improve
is only half the challenge. Leaders must also learn how to make lasting
improvements to their business. All in all, Gordon Ramsay should continue
his positive leadership style by using Processes and Standards for Lasting
Improvement. Here again, Gordon does not start running the business. He lets
managers create systems that work best, so they can ensure perfect delivery
each and every time.

3.2. For future leader

From the method and leadership style of Gordon Ramsay in
“MasterChef Junior”, there are some lessons that we could learn from him as
they proved to positively contribute to effective emergent leadership.
3.2.1. Focus on the people
In all the competitions that he judged, contestants would often break
down and lose motivation. In such a scenario, rather than trying to find the
right ingredients or come up with a new dish, Ramsay focussed on the
individual and tried to get them back onto their feet. And while Ramsay had
little control over their personal circumstances, he always tried his best to
lend an ear and help them through whatever problem they had encountered.
He always motivated contestants who were falling behind on their tasks and
risked losing their spot in the competition, and while his ways of motivating
were mostly, well, debatable, the intention was right and it often worked out
as planned too.
Employees will not be able to contribute productively at a level that is
expected of them if they’re dealing with individual problems. Ideally, they
should be allowed to take care of pressing by sharing continuous feedback so
that they can get back to their ideal level of efficiency. Doing so makes the
employees feel valued, thus inspiring stronger loyalty towards the company.
Taking care of employees is a fundamental step in improving overall
productivity of the organisation.
3.2.2. Back to Basics
A lot of times even talented chefs can get confused in trying to be
innovative and unique. In trying to do too much, they can get ahead of
themselves and ignore the basics. This is another recurring theme throughout
Ramsay’s shows, where he urges the participants to go back to the basics and
rediscover what exactly brought them back to their present level. Be it doing
away with fancy and complicated menus to overhauling the entire restaurant
design, participants have always come up on the better side after such a
refurbishment. Instead of forcing innovation, it is sometimes better to stay
faithful to the basics after which innovation is likely to follow, as evidenced
by the innumerable Ramsay success stories. It is important to keep in mind
that sometimes doing less is more and having a more relaxed approach is
likely to prove more beneficial in the long run.
3.2.3. Persistence
Even in his own career, Gordon Ramsay has faced a lot of challenges.
His belief in persistence is something that he has pushed the participants of
his many shows to espouse and has been key in getting several troubled
restaurants back to safety. Similarly, even if your team is in a difficult
situation and finding it hard to get out of the rut, persisting through the trouble
is likely to reap rewards. Giving up should never be an option.

SECTION 4: CONCLUSION
This report has shown us an overview of Gordon Ramsay's leadership
style and his significant leadership role in the video. As a result, he has 4
leadership traits which are "Desire to lead, Job-relevant knowledge,
Extraversion, and Intelligence". And the most clear leadership style of
Gordon Ramsay is production-oriented, which seems quite suitable in the
cooking competition with a rush of time. Besides, he has also applied the
Selling Style (high task — high relationship) and Visionary Leadership.
The video is a small part of the TV show "Masterchef Junior" which is
an American cooking competition involving children from the ages of 8–13
with the judge and instructor being Gordon Ramsay. Throughout the seasons
as well as in the video, he always supports the contestants. Besides, he also
teaches them about strict cooking principles such as "Being honest and blunt
and straight to the point", “Service is all about consistency”, “The secret of a
great service is making sure we have an amazing preparation”.... In other
episodes, Gordon Ramsay said of his young television contestants: "They
enjoy the pressure, and when they show me the commitment, my job is to get
them better. They're resilient, robust, and all I try to tell them is that this
journey is a little bit like life".
On “MasterChef Junior”, the competition finds the best cook and builds
unity, synergy, and proper division of work when the contestants work
together in a team challenge. And Gordon Ramsay did a pretty good job as a
leader because he gave constructive advice, specific instructions on how to
prepare the dish, and the strictness of the dishes when serving dinner in the
restaurant. He knows how to give compliments when the two teams do well
and remind them of solidarity, especially when they are facing time pressure.
And to the contestants, Gordon Ramsay has a vast knowledge of cooking and
powers that make them feel scared and admired. Therefore, both teams
completed their part under his guidance. However, he is still not a good
leader. Because he doesn't know how to control his emotions, gets angry
easily, and puts a lot of pressure on the contestants. Sometimes, Gordon
Ramsay's words are rude and negative which affects the morale of both teams.
Therefore, to be a good leader, he needs to control emotions and alters his
leadership method to an employee-orientation style.
After the Principle of Management course, we have a comprehensive
view of leadership in an organization. Moreover, we also know about
different leadership styles and the role of leadership characteristics
thoroughly. It’s essential for college students, especially students in Foreign
Trade University, to know how to apply those styles in working and studying.
Therefore, we can improve our productivity, work efficiently and achieve our
goals.
Finally, we would like to express our deep gratitude to Mr. Hoang Anh
Duy for giving good lessons and enthusiastic guidance to DB students. That is
also the reason that difficult theories are easy to understand and remember.
You have also inspired us to become a better version of ourselves. In addition,
we have tried to complete this report even though it still contains many errors.
So we look forward to your positive feedback on this report. Again, thank you
for everything.
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1. www.managementstudyguides.com, 18/12/2022, Leadership Basics,

https://www.managementstudyguide.com/leadership_basics.htm

2. Robbins, Stephen P, and Coulter, Mary. (2012). Management, 11th Edition,

Prentice Hall.
3. Northhouse, Peter G. (2013). Leadership Theory and Practice, 6th

Edition, Thousand Oaks, CA: SAGE Publications, Inc.

4.  J.H.Donnelly, J.L.Gibson, John M.Ivancevich, 2003. Fundamentals of

Management. McGraw-Hill Higher Education.

5. S. Anwar (2019). 19/12/2022. The many faces of leadership:
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https://www.sciencedirect.com/science/article/pii/S2314721017300798
6. Will Kenton (2020). 18/12/2022. Hersey-Blanchard Situational
Leadership Model: How It Works,
https://www.investopedia.com/terms/h/hersey-and-blanchard-
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gordon-ramsay/
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class chef – But is he a leader?,
https://ministrytodaymag.com/blogs/greenelines/22012-gordon-ramsay-
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JOB DESCRIPTION AND CONTRIBUTION