Answer to Question 1
spreads/flattens
Answer to Question 2
The trait approach to leadership is based upon early research that seemed to assume that a good
leader is born and not made. The reasoning was that if a complete profile of the characteristics
(traits) of a successful leader could be summarized, it would be fairly easy to pinpoint those
individuals who should (and should not) be placed in leadership positions. This was known as
the Great Man theory. The theory has been abandoned over the years because an evaluation of
a number of these traits proved inconclusive. More than 80 years of study have failed to produce
one single personality trait or set of qualities that can be used consistently to separate those who
are leaders from those who are not. Chefs of diverse backgrounds, ethnic origins, gender, and
personality have been effective leaders. All they needed was the desire to lead. However, studies
have also shown that there are some personal characteristics that distinguish effective leaders
from ineffective ones.
Research has shown that there are two distinct dimensions of leadership: (1) employee-centered
and (2) production-centered. Therefore, a leader's personal characteristics and behavior do not in
themselves guarantee leadership effectiveness. Perception of the kitchen team, the nature of the
tasks, the relationship with the team members, and the organizational climate in the kitchen must
all come together to provide effective supervisory leadership.
Bone fractures that occur before death show signs of healing. The process of fracture healing starts
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