Some like it haute:

Balazs, Katharina

doi:10.1016/s0090-2616(01)00048-1

Cited by 28 publications

(7 citation statements)

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“…It is noteworthy that four of the top five traits on both scales are common: commitment to quality, ability to work hard, knowledge of HACCP, and knowledge of flavor. The top five traits are also found in the international literature on career success (Antun & Salazar, 2005;Balazs, 2001Balazs, , 2002Dreher & Bretz, 1991;Judge et al, 1995;Pratten, 2003;Zopiatis, 2010). Those variables that were rated lowest on the scales include networking, computer skills, and extraversion.…”

Section: Variables Needed To Succeed As a Head Chef And Personal Ownementioning

confidence: 78%

“…Only four journal articles that examined competencies for success of chefs could be found from database searches (Balazs, 2001(Balazs, , 2002Birdir & Pearson, 2000;Zopiatis, 2010). The range of variables contributing to success varied greatly between studies, and therefore a broader search in the literature was carried out to identify all the possible variables associated with culinary career success.…”

Section: Competency Modelsmentioning

confidence: 99%

“…Birdir and Pearson (2000) carried out a competencies based study on research chefs, however this sample population represents a small subgroup of the profession of chefs. Balazs' (2001Balazs' ( , 2002 qualitative study concentrated on three-starred Michelin chefs in France, examining lessons for leadership. Again, this was a very narrowly defined study, presenting more of a narrative on leadership rather than what it takes to succeed, where the scope of the study was different to the current aim of this study.…”

Section: Introductionmentioning

confidence: 99%

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Secrets of a Head Chef: Exploring Factors Influencing Success in Irish Kitchens

Iomaire¹,

Allen²

2016

Journal of Culinary Science & Technology

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One-hundred and seventy head chefs from the Republic of Ireland scored 59 variables for success on two scales: (a) competencies needed for success (NS), and (b) personal ownership of these competencies (PO). Results showed that variables were rated with means of 1.18 (extremely important) to 3.23 (moderately important). The top three were an ability to work hard, commitment to quality, and knowledge of Hazard Analysis and Critical Control Points (HACCP). Variables rated lower in ownership than importance highlight areas for culinary educators to develop training programs. Average wages of head chefs (objective success) mirror the average industrial wage, but higher wages were gained with longer time working. Eighty percent of head chefs were satisfied (subjective success) in their current jobs. Factor analysis showed the factors needed to succeed in the culinary industry include professionalism, individual characteristics, leadership skills, management skills, and interaction with the job context. Applications for industry include talent management, mentoring future leaders, reducing staff turnover, and curriculum development. ARTICLE HISTORY

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Section: Variables Needed To Succeed As a Head Chef And Personal Ownementioning

confidence: 78%

Section: Competency Modelsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Secrets of a Head Chef: Exploring Factors Influencing Success in Irish Kitchens

Iomaire¹,

Allen²

2016

Journal of Culinary Science & Technology

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“…In Escoffier's system, inspired by a military philosophy, the kitchen team is called a brigade. Brigades are organized around a strict hierarchy and a fixed division of labour (Balazs, 2001(Balazs, , 2002Beaugé, 2012;Fine, 2009): responsibilities are delegated to different cooks who specialize in certain tasks.…”

Section: Hierarchy and Work Organization In Restaurant Kitchen Brigadesmentioning

confidence: 99%

“…Building on seminal works in this field (Balazs, 2001(Balazs, , 2002(Balazs, , 2009Fine, 2009;Gomez, Bouty, & Drucker-Godard, 2003), we address this question in the context of the work of kitchen brigades during service in haute cuisine restaurants. Kitchen brigades are characterized by a strict division of labour and responsibility, and head chefs are often described as directive, charismatic leaders (Mainemelis, Epitropaki, & Kark, 2018).…”

Section: Introductionmentioning

confidence: 99%

How Leadership Moments are Enacted within a Strict Hierarchy: The case of kitchen brigades in haute cuisine restaurants

Lortie

Cabantous

Sardais

2022

Organization Studies

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This paper employs a strong process approach to leadership – one that focuses on leadership moments in action – to explore how collaborative leadership emerges within a hierarchical context. Drawing on observation in three Haute Cuisine restaurant kitchen brigades – highly hierarchical teams that deal with intense time pressures – we document empirically in the ongoing flow of experience how leadership moments reorient collective action as a response to an unstable environment. Moreover, we show how collaborative leadership emerges from a hierarchical structure, counterintuitively, during the most critical period of the service. Our contribution is twofold. We offer a novel conceptualization of the emergence of plural leadership within a hierarchical context, one that highlights the capacity to reframe the way of working together during the most critical moments of an unfolding situation. In addition, our work contributes to the strong process approach to leadership through the methodology adopted: rather than exploring how turning points are discursively enacted, we focus on these as manifested in action and in the non-verbal aspects displayed at such moments.

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The Relationship between Creative Personality Composition, Innovative Team Climate, and Team Innovativeness: An Input — Process — Output Perspective

Mathisen

Martinsen

Einarsen

2008

Journal of Creative Behavior

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This study investigates the relationship between creative personality composition, innovative team climate, and team innovation based on an inputprocess-output model. We measured personality with the Creative Person Profile, team climate with the Team Climate Inventory, and team innovation through teammember and supervisor reports of team innovativeness. The personality composition in each of 29 teams in a television production company was operationalized by mean scores for each creative personality variable, as well as the combination of different creative personality variables within a team. The team climate variable "vision" mediated the relationship between the mean level of associative orientation in teams and team innovation. The team climate variable "support of innovation" mediated the relationship between the joint variables of mean level of ambition x mean level of motivation and team innovation. The results indicated that when there are relationships between creative personality composition and team innovativeness, they are mediated by an innovative team climate.

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Some like it haute:

Cited by 28 publications

References 0 publications

Secrets of a Head Chef: Exploring Factors Influencing Success in Irish Kitchens

Secrets of a Head Chef: Exploring Factors Influencing Success in Irish Kitchens

How Leadership Moments are Enacted within a Strict Hierarchy: The case of kitchen brigades in haute cuisine restaurants

The Relationship between Creative Personality Composition, Innovative Team Climate, and Team Innovativeness: An Input — Process — Output Perspective

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