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Leadership Development For Managers


National Food Service Management Institute
The University of Mississippi
University, Mississippi



Sincere appreciation is expressed to the following people who contributed their time and
expertise in reviewing the human resource modules during various stages of development.

Dee Baker, Executive Director, Child Nutrition Programs Section
Oklahoma Department of Education, Oklahoma City, Oklahoma

David Bowman, Program Administrator, Summer Food Service Program
Nutrition Education Training, Delaware State Department of Education, Dover, Delaware

Carla Broadnax, Associate, Child Nutrition Program Administration
New York State Department of Education, Albany, New York

Barbara Chang, RD, School Lunch Director
Massapequa Schools, Massapequa, New York

Lynne Fellin, School Foodservice and Nutrition Specialist
School Nutrition Programs, Virginia Department of Education, Richmond, Virginia

Mary Jane Getlinger, Program Coordinator, Nutrition Education and School Meal Programs
USDA Food & Nutrition Service, Midwest Regional Office, Chicago, Illinois

Rosie Jackson, Interim Director, Child Nutrition Programs
New Orleans Public Schools, New Orleans, Louisiana

Gail M. Johnson, Administrative Director, Child Nutrition Programs
East Baton Rouge Parish School System, Baton Rouge, Louisiana

Sandra Kangas, Director, Child and Adult Nutrition Services
Department of Education and Cultural Affairs, Pierre, South Dakota

Linda Miller, RD, Staff Specialist, Nutrition and Transportation Services
Maryland State Department of Education, Baltimore, Maryland

Lorita T. Myles, Director, Child Nutrition Services
Ohio Department of Education, Columbus, Ohio

Peggy Reich, Area Coordinator, Food and Nutrition Service
Cobb County Schools, Kennesaw, Georgia

Cynthia Sevier, Director of Child Nutrition
Stokes County School District, Danbury, North Carolina

Bill West, Regional Consultant
Ohio Department of Education, Columbus, Ohio



This project was developed under contract between the National Food Service Management
Institute and The Steritech Group, Inc., Charlotte, North Carolina.

National Food Service Management Institute

Jane Logan, PhD
Executive Director

Ellen Leppa, MEd, CFCS
Project Coordinator

The Steritech Group, Inc.

Mary Anne Hogue, MS, RD, LDN, FADA


Technical Expert and Content Design:

Kathleen Moloney-Tarr

Leadership Dynamics, Charlotte, North Carolina

Nay Malloy Howell

CR8VE Solutions, Charlotte, North Carolina

Pamela Bullard Vaughan

Florence School District One Food Services, Florence, South Carolina

Libby Post, MS, RD, LDN

Rowan/Salisbury Child Nutrition Program, Salisbury, North Carolina

This project has been funded, at least in part, with Federal funds from the U.S. Department of Agriculture, Food and
Nutrition Service through a grant agreement with the University of Mississippi. The contents of this publication do
not necessarily reflect the views or policies of the U. S. Department of Agriculture, nor does mention of trade
names, commercial products, or organizations imply endorsement by the U.S. Government.
The University of Mississippi complies with all applicable laws regarding affirmative action and equal opportunity
in all its activities and programs and does not discriminate against anyone protected by law because of age, color,
disability, national origin, race, religion, sex, or status as a veteran or disabled veteran.



The National Food Service Management Institute developed this series of modules on human
resource management to meet a need for relevant materials that would provide directors and supervisors
the tools to teach managers effective management skills. Learning to work with and lead employees is a
never-ending journey. These materials were designed to assist the learner in developing effective people
skills in the Child Nutrition Programs. A task force of state agency personnel, food service directors, and
university faculty identified the topics to include in this resource.

Building Human Resource Management Skills was designed by a team of experienced child
nutrition and adult learning professionals. A group of volunteer reviewers from the task force also made
significant contributions to the development of this project. We are most grateful to them for sharing
their time and expertise.

All of the human resource modules have been approved for continuing education credits by the
American School Food Service Association.

Steps to follow in using materials:

Step 1.
Review the entire module and think about its relevance to the participants. There may be
resources within the community that you may want to use to enhance the learning experience. A lesson
plan template has been provided for your use to facilitate teaching the human resource module content.

Step 2.
Check the Trainer’s Toolbox section in the modules for a list of materials planned for the
session. The modules may require the use of policies and procedures, job descriptions, form, or standards
specific to Child Nutrition Program personnel.

Step 3.
Review the Suggested Time Frames and Comments to determine time allotted for each topic in
the modules.

Step 4.

Ensure that the learning environment, media center, classroom, cafeteria, or auditorium is
comfortable for adults and conducive to learning and discussions.

Step 5.
The purpose of the videotapes provided in the kits is to model practices, inspire discussion, and
stimulate thoughts about personal practices. Always review videotape at least once before using in class
to be familiar with the content and to determine how to use it with the group. Consider the following

Use the tape to focus on a specific point during the session.

Encourage interaction by showing all or part of the tape, and divide the group into comfortable
discussion groups of no more than 6-7 per group.

The tapes were created to provide real-life practice situations and to precipitate discussion. There are no
right or wrong answers, but better and best ways to handle human relations in Child Nutrition Programs.



Date: Module No.: Estimated
Certification Category:

Time: 2 Hours
Credits: 2
U Leadership Development for

Module Title:
Course Title: Building Human
Effective Leadership and Management Styles
Resource Management Skills

Module Content:
What is to be taught? At the completion of the module, participants will be able to meet the
following objectives:
1. __________________________________________________________________________
2. __________________________________________________________________________
3. __________________________________________________________________________

Instructional Aids, Materials, or Tools Needed: Check Trainer’s Tool Box

Instructional Procedures:
ºPersonal Check-In
ºVideo Segment (if applicable)
ºGroup activities and role playing
ºChecking Out
Suggested Readings: Use Suggested Readings to increase knowledge base concerning a given
module topic.

Evaluation Procedures: How the instructor will determine if the material has been learned.
Participants can complete evaluation form included in handout packet.

Notes: Insert notes as to revisions, additions, and deletions. What went wrong/right with the
module lesson plan?


Effective Leadership and Management Styles

Table of Contents

Overview, Objectives, Definitions .................................................................................. 2

Suggested Time Frames and Comments.......................................................................... 3

Outline and Trainer’s Tactics .......................................................................................... 4

Handouts ...................................................................................................................... 18

Transparency Masters ................................................................................................... 31
Building Human Resource Management Skills
National Food Service Management Institute

Effective Leadership and Management Styles


Trainer’s Notes
As a facilitator of this

learning process, be
Although you may have the title of manager, much
prepared to share your ?
of your most effective work is actually leadership.
experiences to clarify
You manage budgets, schedules, menus, and
the key learning
resources; and you lead people. There is no one
best style which is always effective. Being an

effective leader means knowing when to manage
Ground Rules
and when to lead (or when to direct and when to
q Share from own
coach, or when to support and when to delegate).
This module explores management and leadership
q Listen to
understand, not to

q Speak one at a
At the completion of this module, participants will
q Value differences
be able to:
of opinion,
q Explain the difference between management
emotion, or
and leadership.
q Recognize and apply leadership practices.
q Be concise and to
q Examine styles of management and leadership.
the point.
q Tie issues of empowerment, delegation, and
q Participate at your
motivation to leadership.
highest level.
q Accept the option
to pass.

Trainer’s Toolbox
Management- all actions focused on accomplishing
the tasks in an organization.
Flip Chart and Stand

Paper and Markers
Leadership- the ability to create an environment
Overhead Projector
where individuals willingly apply their unique
Transparencies and
abilities to a common mission. Leadership is about
the relationship between leaders and their team.

Competence- the knowledge and skill to do the job.

Commitment- the motivation, willingness, and
confidence to do the job.

Building Human Resource Management Skills
National Food Service Management Institute

Effective Leadership and Management Styles

Suggested Time Frames and Comments
Total Time = 2 hours

Time Allotted
Review Purpose
Set the stage by emphasizing key points in the
3 minutes
and Objectives
Personal Check-
Invite participants to recall and discuss a past
17 - 20 minutes
In: Individual
leadership experience. Lead the group in a discussion
of the questions.
Gather ideas about the differences between
15 minutes (5
Leadership and
management and leadership, first in pairs and then in
pairs, 10 large
the large group. Note that we manage things and lead
Review definitions.
5 minutes
Traits of the
Review traits and invite participants to name
10 minutes
Excellent Leader
individuals who exemplify such traits.
Discuss competence and commitment. Use examples.
10 minutes

Reality Practice:
Invite participants to work in pairs or small groups to
20 minutes
determine the competence and commitment of the
four employees. Let them include an employee they
work with as another example. Share responses and
explanations as a large group.
Leadership Styles
Review the four leadership styles.
15 minutes
Reality Practice:
Return to the Employee Checklist and determine
10 minutes
Leadership Styles
which of the leadership styles is most appropriate for
each employee.
Checking Out:
Support participants as they plan the best ways to
15 minutes
Next Steps
direct, coach, support, or delegate for an employee
back at work. Suggest that they work with a partner
who can be a follow-up coach in the days ahead.

Building Human Resource Management Skills
National Food Service Management Institute

Effective Leadership and Management Styles

? Trainer’s Tactics

Personal Check-In: Individual
? Personal Check-In: Individual Leadership
Leadership Reflection
? Reflection

Think about a leadership experience that
? Invite participants to consider a past leadership
really pleased you, a time when you
? experience. Give them some examples such as
worked with others and did a good job of ? leading a project at church, organizing a family
helping something positive or effective
? reunion, leading a club or committee, leading a
occur. It can be a work experience or a
? scout troop, or heading up preparation of a large
personal experience.
? meal.

1. Briefly summarize the situation.
? After participants have written individually, let

them share their thoughts in small groups.
2. What action did you take to make it
When you gather the whole group together,
? focus on the actions taken in question #3. Make

? a list on a flip chart or transparency of all the
3. What three words would you use to
? different actions participants name. Your list
describe the situation?
? will include verbs such as listened, passed
? information back and forth, encouraged, made
? lists, talked to lots of people, got others to help,
? praised, etc.
? When you have the list, together note which
? actions are task actions and which are
? relationship actions. Mark them “T” or “R.”
? Most of the list will be relationship actions.
? These are the leadership actions participants
? have already put into use. Show them that they
know a lot already about leadership and
? management.
? Use the handout on page 20.

Building Human Resource Management Skills
National Food Service Management Institute

Effective Leadership and Management Styles

? Trainer’s Tactics

Personal Check-In: Individual
? Personal Check-In: Individual Leadership
Leadership Reflection
? Reflection


? As you look at the descriptive words, follow the
? same process: make a group list, noting which
? actions focus on task accomplishment and
? which focus on relationship building. Mark “T”
? or “R” beside each characteristic. Your list will
? include words such as energy, enthusiasm, hard
? work, successful, challenging, sacrifice, time-
? consuming, rewarding, difficult, fun, etc.

? Note: This discussion will reveal how
? important relationship behaviors are. Many
? managers think that telling employees what to
? do and how to do it is their main job. Help the
? participants see that the relationship actions like
? listening, cooperating, being enthusiastic, and
? praising are at the heart of leadership. An
? effective leader matches his or her style to the
? needs of the employee for that particular task or
? job.
? Use the handout on page 20.

Building Human Resource Management Skills
National Food Service Management Institute