Relationship Between Servant Leadership Characteristics and Turnover in Fast-Casual Restaurants

Relationship Between Servant Leadership Characteristics and Turnover in Fast-Casual Restaurants by Maria Rosetta Needham MBA, Capella University, 2014 MSA, Central Michigan University, 1996 BS, Marygrove College, 1988 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University March 2018 Abstract In the United States, turnover threatens the economic status of the restaurant industry. In 2016, the turnover rate for the fast-casual restaurant dining industry was 1.8 million people with approximately 3 million people working in the industry. Restaurant leaders struggle with solutions to help reduce the problems of turnover. Guided by the servant leadership theory, the purpose of this correlational study was to examine the relationship between empowerment, interpersonal support, and turnover in the fast-casual restaurant industry. A convenient sample of fast-casual restaurant supervisors (n =58) in the Midwestern region of the United States completed a survey with questions related to empowerment and interpersonal support from the servant leadership survey and questions from the turnover survey. The results of a multiple regression did not predict turnover F(8, 49) = . 976; p >. 05; R = . 137). The effect size indicated that the regression model accounted for 14% of the variance in turnover. Empowerment (β = -.023, p = .916) did not relate any significant variation in turnover. Interpersonal support (β = .066, p = .146) did not relate any significant variation in turnover. Empowerment and interpersonal support could affect social change by enhancing the well-being of employees, which can encourage employees to provide better service in the restaurant business. Empowerment and interpersonal support include motivating factors in employee development, leading to volunteer and charitable contributions in the communities.In the United States, turnover threatens the economic status of the restaurant industry. In 2016, the turnover rate for the fast-casual restaurant dining industry was 1.8 million people with approximately 3 million people working in the industry. Restaurant leaders struggle with solutions to help reduce the problems of turnover. Guided by the servant leadership theory, the purpose of this correlational study was to examine the relationship between empowerment, interpersonal support, and turnover in the fast-casual restaurant industry. A convenient sample of fast-casual restaurant supervisors (n =58) in the Midwestern region of the United States completed a survey with questions related to empowerment and interpersonal support from the servant leadership survey and questions from the turnover survey. The results of a multiple regression did not predict turnover F(8, 49) = . 976; p >. 05; R = . 137). The effect size indicated that the regression model accounted for 14% of the variance in turnover. Empowerment (β = -.023, p = .916) did not relate any significant variation in turnover. Interpersonal support (β = .066, p = .146) did not relate any significant variation in turnover. Empowerment and interpersonal support could affect social change by enhancing the well-being of employees, which can encourage employees to provide better service in the restaurant business. Empowerment and interpersonal support include motivating factors in employee development, leading to volunteer and charitable contributions in the communities. Relationship Between Servant Leadership Characteristics and Fast-Casual Restaurants by Maria Rosetta Needham MBA, Capella University, 2014 MSA, Central Michigan University, 1996 BS, Marygrove College, 1988 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University March 2018 Dedication I dedicate my doctorate degree to my parents, the late Willie Taylor and the late Virginia (Ward) Taylor. My father grew up in Texas in the 1930s, and he did not get the opportunity to complete elementary school because he had to work in the fields. My mother graduated in Alabama with a high school diploma. I continued my education for you, Mom and Dad. Acknowledgments First, I am giving honor to God. If not for God, I would not have been able to complete my doctoral journey. A special acknowledgement is for my husband, Dr. Charles R Needham Jr. We began our journey 33 years ago together when we met at our undergrad college. I was the one who encouraged you to complete your bachelor’s degree. At our graduation, I was jealous of the doctoral graduates and wanted to wear the doctoral robe; however, years later, I gave up that fighting spirit towards education. Charles, you never gave up the fighting spirit towards education. You were the one who encouraged me to complete my master’s degree and my doctorate degree. You are my best friend, my biggest cheerleader, and the light in my life. Thank you for your love and encouragement. Thank you to my sons, Charles Needham III, Joseph Needham, and Andrew Needham, for being patient and enduring me during my doctoral journey. I know I did not provide the attention you needed at times; however, I appreciate your encouragement and your patience. As the youngest of 13 siblings, I appreciate the encouragement and the praise I received from my sisters, brothers, and my nieces and nephews. Chelsea White, the future Mrs. Charles Needham III, thank you for your assistance. You are brilliant and beautiful. Dr. Lyndabelle Jakes, we completed our journey together. Thank you for your encouragement and inspiration. Thank you, Dr. Scott Burrus (committee chair), for accepting me when I was discouraged, and I thought, I could not complete the journey. You were encouraging, and you gave me hope to continue my doctoral journey. Thank you, Dr. Sean Stanley (second committee), and Dr. Judy Blando (URR). You all are a tough and awesome team who helped me dig deep down inside myself. Thank you to everyone who encouraged me and helped me during the process.