BALD » The one about breaking the brigade - the transformation from "old school" leadership

The hospitality industry stands at a critical juncture, witnessing the most significant transformation in management philosophy since the establishment of the classical French brigade system. The traditional leadership paradigm—characterized by authoritarian hierarchy, aggressive communication, normalized drinking culture, and tolerance for toxic behaviors—is giving way to a new generation of leaders who prioritize employee wellbeing, collaborative decision-making, and sustainable work practices. This fundamental shift represents not merely a change in style but a complete reimagining of what effective hospitality leadership entails, driven by changing workforce expectations, mounting evidence of traditional methods' harmful effects, and compelling business imperatives for transformation.

The legacy of old-school hospitality leadership

The hospitality industry's management culture has been deeply rooted in military-style hierarchy and authoritarian control, a legacy inherited from the classical French kitchen brigade system established by Auguste Escoffier in the late 19th century. This system, while originally designed to create order and efficiency in large hotel kitchens, evolved into a culture where aggressive leadership was not only accepted but celebrated as a mark of professional competence.

Traditional hospitality management was characterized by several defining features that became deeply embedded in industry culture. Shouting, public humiliation, and verbal abuse were normalized as necessary tools for maintaining standards and speed during service periods. The phrase "if you can't take the heat, get out of the kitchen" became more than a metaphor—it represented a fundamental philosophy that equated tolerance for abuse with professional capability.

Autocratic decision-making dominated organizational structures, with managers making unilateral decisions without employee input, believing this approach ensured consistency and maintained clear chains of command. This top-down approach created environments where creativity and innovation were stifled, as employees learned to follow orders without question rather than contribute ideas or solutions.

The pervasive drinking culture

Perhaps no aspect of old-school hospitality culture was more ingrained than the normalization of alcohol consumption as both a coping mechanism and social bonding tool. Drinking became so embedded in hospitality culture that abstaining was viewed as antisocial or unprofessional, with significant business discussions and relationship-building occurring exclusively in alcohol-centered environments.

Research indicates that hospitality workers are nearly twice as likely to develop alcohol dependency compared to other industries, with 15% of employees suffering from serious alcohol-related problems. The industry's unique characteristics—including late-night working hours, high-stress environments, ready access to alcohol, and social cultures that encourage drinking—created what researchers describe as a "perfect storm" for substance abuse.

The practice of "shift drinks" became ritualized, with managers routinely offering alcoholic beverages to staff after difficult services, ostensibly to help them decompress and bond as a team. This normalization masked the serious psychological and physical health consequences of regular alcohol consumption, including poor sleep quality, reduced dopamine levels, liver damage, weakened immune systems, and increased risk of mood disorders.

The cult of toxic masculinity

Old-school hospitality leadership was heavily influenced by characteristics associated with toxic masculinity—aggression, competitiveness, dominance, and emotional suppression. The industry celebrated leaders who could maintain control through intimidation and who viewed emotional intelligence as weakness rather than strength. This cultural paradigm was reinforced and glamorized through television shows and celebrity chef personalities who built their brands on aggressive, confrontational management styles.

The impact of this culture was particularly harmful to female employees and those who didn't conform to traditional masculine expectations. Women in hospitality leadership roles often felt pressure to adopt aggressive communication styles to be taken seriously, while those who maintained more collaborative approaches were frequently dismissed as ineffective.

The Human Cost of Traditional Approaches

The devastating human cost of old-school hospitality leadership cannot be overstated. Research reveals that 65% of hospitality workers experience burnout incidents under traditional management approaches, with stress-related absences affecting 42% of employees annually. The combination of verbal abuse, excessive working hours without adequate breaks, and alcohol-normalized environments created what mental health professionals describe as systematically traumatic work conditions.

Studies indicate that 85% of hospitality employees report experiencing poor mental health within the past 12 months, with depression rates among chefs reaching nearly two-thirds of the profession. The normalization of abuse and stress created environments where seeking help was viewed as professional weakness, leading to untreated mental health conditions and, in extreme cases, suicide.

Physical health impacts were equally severe, with kitchen workers facing elevated risks of injury, cardiovascular problems, and substance abuse-related health issues. The combination of high-temperature environments, long standing hours, and cultures that discouraged reporting injuries or taking sick leave created systematic health hazards that organizations routinely ignored in favor of operational continuity.

The exodus of talent

One of the most significant consequences of toxic old-school management was the systematic exclusion of talented individuals who refused to tolerate abusive environments. Research indicates that 70% of hospitality workers leave their positions within the first year, with 30% departing within the initial 90 days specifically due to toxic workplace cultures.

The industry's reputation for abuse became a significant barrier to attracting diverse talent, particularly affecting women, minorities, and younger workers who had options in other sectors. Generation Z and Millennial workers, who prioritize workplace culture, personal growth, and sense of purpose, increasingly reject organizations that maintain old-school authoritarian approaches.

This talent exodus created a self-perpetuating cycle where the remaining workforce became increasingly homogeneous and resistant to change, further entrenching toxic cultural norms. The industry lost not only individual employees but entire perspectives and skill sets that could have driven innovation and improvement.

Figure 1 Business performance metrics comparing traditional authoritarian leadership with modern collaborative approaches in hospitality

The modern leadership revolution

The transformation toward modern hospitality leadership represents a fundamental shift from authority-based control to influence-based leadership grounded in emotional intelligence and collaborative decision-making. Research demonstrates (figure 1) that emotionally intelligent leaders in hospitality achieve significantly better business outcomes, including higher employee retention, increased customer satisfaction, and improved organizational performance.

Modern hospitality leaders prioritize understanding and managing emotions—both their own and those of their team members—rather than suppressing or ignoring emotional factors in workplace dynamics. This approach recognizes that hospitality work is inherently emotional labor, requiring leaders who can support employees in managing the psychological demands of constant customer interaction.

Collaborative decision-making has emerged as a cornerstone of effective modern leadership, with successful hospitality organizations implementing flat management structures that encourage employee input and shared problem-solving. Leaders like Simon Rogan, whose Michelin-starred restaurants operate on shortened work weeks and collaborative principles, demonstrate that high standards and employee wellbeing are not mutually exclusive.

Wellness-focused culture development

The shift toward wellness-focused organizational cultures represents perhaps the most significant departure from traditional hospitality management. Modern leaders recognize that employee wellbeing directly impacts service quality, customer satisfaction, and business profitability. This understanding has led to comprehensive wellness programs that address physical health, mental health, work-life balance, and career development.

Health-oriented leadership approaches have shown measurable positive impacts on employee mental health, innovative work behavior, and organizational citizenship behaviors. These approaches include implementing stress management resources, providing mental health support, creating ergonomic work environments, and establishing clear policies that prioritize employee safety and wellbeing.

The transformation includes practical changes such as mandatory break periods, limited consecutive working days, flexible scheduling options, and the elimination of normalized drinking culture in favor of inclusive social activities. Organizations are replacing alcohol-centered team building with activities that accommodate all employees, regardless of personal circumstances or beliefs.

Technology integration and operational efficiency

Modern hospitality leadership leverages technology not as a replacement for human connection but as a tool for reducing stress and improving working conditions. Digital platforms that streamline operations, improve communication, and reduce administrative burdens allow employees to focus on guest service rather than wrestling with inefficient systems.

The integration of artificial intelligence, automated ordering systems, and comprehensive management platforms has reduced many of the operational stressors that previously contributed to workplace tension. Leaders who effectively implement technology report not only improved efficiency but also reduced stress levels among staff members.

Critial evaluation of transformation outcomes

The evidence supporting modern leadership approaches in hospitality is compelling but requires nuanced analysis. Organizations implementing collaborative, wellness-focused leadership report employee turnover reduction from 70% to 35%, significant decreases in burnout incidents from 65% to 28%, and improvements in employee satisfaction from 35% to 78%. These improvements translate directly into financial benefits through reduced recruitment costs, decreased training expenses, and improved operational consistency.

However, the transformation is not uniformly successful across all organizations or contexts. The effectiveness of modern leadership approaches depends heavily on implementation quality, organizational commitment, and industry segment. Fine dining establishments with traditionally rigid hierarchies face particular challenges in cultural transformation, while more casual dining concepts often achieve faster adaptation.

Customer satisfaction improvements from 68% to 85% under modern leadership demonstrate the external impact of internal cultural change. Guests increasingly notice and value the improved service quality that results from engaged, well-treated employees. This creates a positive feedback loop where better working conditions lead to superior customer experiences, which in turn support business sustainability and growth.

Implemenation challenges and limitations

The transition from old-school to modern leadership approaches faces significant structural and cultural obstacles that must be acknowledged in any comprehensive evaluation. Approximately 45% of hospitality organizations report difficulty in fully implementing flat organizational structures, often due to regulatory requirements, operational complexity, or resistance from existing management layers

The industry's seasonal nature and reliance on part-time labor create particular challenges for wellness program implementation. Organizations struggle to provide comprehensive benefits and support systems for workers who may only be employed for limited periods or reduced hours. This structural limitation affects the consistency and effectiveness of culture transformation efforts.

Financial constraints represent another significant limitation, particularly for smaller hospitality businesses operating on thin profit margins. While larger hotel chains and restaurant groups can invest in comprehensive wellness programs and management training, independent operators often lack the resources to implement extensive culture change initiatives.

The persistence of old-school practices

Despite documented benefits of modern leadership approaches, traditional authoritarian practices persist in approximately 40-50% of hospitality organizations, particularly in high-pressure, high-volume operations. Some managers and owners continue to believe that aggressive leadership is necessary to maintain standards and speed during peak service periods.

The glamorization of toxic chef culture through media continues to influence industry expectations and practices. Television programs and celebrity chef brands that celebrate aggressive behavior create ongoing cultural pressure that works against transformation efforts. Young professionals entering the industry often arrive with distorted expectations about what constitutes appropriate workplace behavior.

Geographic and demographic factors also influence transformation success rates. Urban markets with competitive labor conditions tend to drive faster adoption of modern practices, while rural or economically depressed areas may maintain traditional approaches longer due to limited employee mobility and fewer alternative employment options.

Long-term sustainability and future considerations

Generational workforce changes

The sustainability of transformation toward modern hospitality leadership is strongly supported by generational workforce changes that make old-school approaches increasingly untenable. Generation Z workers, who will comprise the majority of hospitality employees within the next decade, demonstrate zero tolerance for toxic workplace cultures and actively seek employers who prioritize wellbeing and collaborative decision-making.

This generational shift creates a compelling business case for continued transformation. Organizations that fail to adapt their leadership approaches risk being unable to attract or retain quality employees in an increasingly competitive labor market. The COVID-19 pandemic accelerated this trend by providing workers with time to reassess their career priorities and workplace expectations.

However, generational change also requires ongoing education and support for existing managers who were trained in traditional approaches. The industry must invest in comprehensive leadership development programs that help experienced managers develop new skills while retaining their operational expertise.

Measuring success

The evaluation of transformation success requires sophisticated measurement approaches that go beyond traditional metrics like turnover rates and customer satisfaction scores. Modern hospitality organizations are implementing comprehensive wellness tracking systems that monitor employee stress levels, job satisfaction, career development progress, and work-life balance indicators

Longitudinal studies tracking the five-year outcomes of leadership transformation initiatives show sustained improvements in organizational performance, but also reveal the need for ongoing reinforcement and adaptation of practices. Cultural change is not a one-time event but requires continuous attention and adjustment based on evolving workforce needs and industry conditions.

The development of industry-wide standards and certification programs for wellness-focused leadership represents an important next step in ensuring transformation sustainability. Professional organizations and educational institutions must update their curricula and professional development offerings to reflect modern leadership requirements.

Conclusion: the imperative for continued evolution

The transformation from old-school to modern hospitality leadership represents one of the most significant professional evolution in the industry's history, driven by compelling evidence that traditional authoritarian approaches are both harmful to employees and counterproductive to business success. The documented benefits of collaborative, wellness-focused leadership—including reduced turnover, improved customer satisfaction, increased innovation, and enhanced profitability—create an undeniable business case for continued transformation.

However, this evolution remains incomplete and faces ongoing challenges including implementation costs, resistance from traditional practitioners, structural industry limitations, and the persistent influence of toxic culture glamorization. Success requires sustained commitment from industry leaders, comprehensive training programs, supportive regulatory frameworks, and continued research to refine and improve modern leadership practices.

The stakes of this transformation extend beyond individual organizations to the industry's overall reputation, sustainability, and ability to attract diverse talent. As the hospitality sector continues to grow and evolve, its success will depend fundamentally on creating workplace cultures that enable human flourishing rather than merely tolerating human endurance.

The choice facing hospitality leaders is clear: embrace the evidence-based practices that create healthier, more productive, and more innovative organizations, or risk becoming irrelevant in a marketplace where talented employees have increasingly attractive alternatives. The transformation from old-school to modern leadership is not merely an option—it is an imperative for any organization committed to long-term success in the hospitality industry.

The future belongs to leaders who understand that exceptional hospitality begins with exceptional treatment of employees, and that the highest standards of service can only be achieved through the highest standards of leadership. This fundamental shift from command-and-control to inspire-and-empower represents not just better management practice, but a more humane and sustainable approach to hospitality excellence.

Photo by Sebastian Bjune on Unsplash

References

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