Why DineEquity's CEO Julia A. Stewart Manages Like a Teacher

Question 1: Elements of the Performance Management 

The instant case study showcases two important elements as reflected by the performance management cycle in figure 9.1. The first is a reward and positive reinforcement. The approach taken by Stewart involves her making a personal inspection of the actual work being undertaken by ordinary workers with the view to compliment it. Her high rank in the organization makes her a monumental figure when she visits a particular outlet. However, instead of using her rank as a form of intimidating workers to do better, she takes the time to notice the particular things that have been done right and offer compliments (Lattal, 2014). 

This is undertaken not only through directly complimenting the individual who undertook the commendable work but also ensuring that the rest of the team hear the compliment and take cognizance. The second element is feedback and coaching, which is conducted by Stewart at a management level. The act of sitting down with a management staff, discussing contingencies is a good form of feedback. Further, gently guiding them to find solutions for the problems themselves provides a chance both to give feedback and also learn how to solve the issue in future thus a form of coaching. This is as opposed to a system where junior management members remotely communicate their issues and are given advice on the way forward thus eliminating a learning opportunity (Lattal, 2014). The leadership approach taken by Stewart in this perspective is, therefore, commendable in the two elements. 

Question 2: Assessment of Julia Stewart as a role Model 

Julia Stewart is definitely a good role model for the members of staff in her organization both at a management level as well as the ordinary employees. Being a role model from the perspective of leadership rises above the issues of management into elements of charisma and character. Stewart not only works hard but is also seemed to work. Her actual personal presence in restaurants in different places interacting with employees and seeming busy cannot fail the notice of ordinary workers. Her junior managers also see her spending every available moment working even on the plane when traveling. Being seemed to be busy as a leader encourages followers to aspire towards hard work (Lattal, 2014). 

Secondly, Stewart shows awareness and empathy during her visits. The workers are able to see that she notices their efforts as well as when something is done right thus identifies with them. This is a good attribute of a role model. Stewart is also a good listener who will even create an opportunity for manual workers in the restaurants to address her. She also gives a listening ear to management staff during briefings and instead of talking down on them, encourages them to share their ideas. Finally, Stewart has the foresight and realizes that she may not always be there. She, therefore, coaches her management staff, akin to showing them how to do in future by themselves, what she would have done had she been present (Lattal, 2014). The totality of the foregoing confirms that Stewart has the right character for positive consideration as a role model. 

Question 3: Thomas's four building blocks 

Choice  

The first aspect of choice showcased by Stewart is the delegation of authority. As per her statement, whenever she is close with a member of the management team, she shares problems that she faces as a leader and works with the junior manager to arrive at a decision. This also showcases her willingness and ability to share information as well as an attribute of trust towards her members of staff. 

Competence  

The first aspect of confidence shown by Stewart is knowledge. Albeit a senior member of staff, Stewart shows that she has detailed knowledge about minute aspects if the restaurant chain from top management to how kitchens operate. Stewart also showcases knowledge on how to conduct positive feedback. She not only compliments her workers but also ensures that the compliment is overheard and utilized as a learning moment by the other workers. 

Meaningfulness  

Stewart establishes a non-cynical climate at all levels and wherever she goes. In restaurants, she is not looking to cast aspersions at members of staff and/or look for mistakes, instead, she seeks for opportunities to compliment. This shows junior staff that she has an expectation of perfection not a failure from them. Further, when she shares problems with her juniors and seek their opinion, she does not browbeat them with her superior knowledge but seeks to show them that their opinion matters. 

Progress  

Stewart is extremely accessible and is visible even to the clientele inside restaurants. She also ensures that good deeds do not go uncelebrated both by their doers as well as those around them. 

Question 4: Positive Reinforcement 

Positive reinforcement is a process used in motivation during leadership to ensure that a positive activity or character trait gets a high propensity for repeat and grows into a habit. It is a factor of operant conditioning and considered an opposite to negative reinforcement. Under positive reinforcement, a leader rewards and/or applauds what the leader considers as a favorable outcome in order to encourage followers to develop the habit of achieving that favorable outcome. This is as opposed to negative reinforcement where the leader looks for and punishes unfavorable outcomes to discourage them (Anitha, 2014). 

Within the case study, Stewart walks into her restaurant determined to applaud something that has been done right. She definitely sees some things that are done wrong or with mediocrity but ignores them in favor of what has been done right which she applauds. The employees who did the right thing will feel proud while those who did not will feel embarrassed more so because they know Stewart noticed it but neglected to berate them. The good workers are encouraged to work harder and poor workers encouraged to reform (Anitha, 2014). The foregoing not only shows that Stewart has a good understanding of positive engagement but also the ability to use it properly as an instrument of motivation for her workers. 

Question 5: Favorable Factors of Working with Stewart 

A careful analysis of the case study will show that Stewart is passionate about her work and thus her leadership role rises above professional obligation. With her being the CEO, the passionate stance she takes regarding the company may make the difference between the company surviving or falling apart in the middle of a crisis. It also means that she gives her best to the company, whose benefits trickle down to the employees. The second favorable factor about working with Stewart is based on the fact that she understands from a personal perspective what goes on within the organization. Reports and information cannot elicit the level of accuracy about a situation that an actual interaction can. By directly relating with employees and mid-level managers, Stewart is able to understand the working conditions and plights facing employees. This makes her a better leader and also benefits her followers. Further, albeit Stewart is extremely knowledgeable and well experienced, she is not a lone wolf as she shares decision-making obligations with other people. This insulates her from natural errors such as bias and this protects the company from the negative outcomes of this bias. Finally, Stewart is extremely competent in all elements of her work to the extent that they are reflected in the case study, more so from the perspective of leadership. Her theory on leadership as well as the practical application thereof is extremely sound. 

References

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance.  International Journal of Productivity and Performance Management, 63 (3), 308-323, doi: 10.1108/IJPPM-01-2013-0008

Lattal, K. A. (2014). Performance management: Changing behavior that drives organizational effectiveness. Perf. Improv, 53(10), 38–41