Hoque, Muhammad Ehsanul.Mothilal, Ashnee.2023-07-042023-07-0420182018https://researchspace.ukzn.ac.za/handle/10413/21771Master’s degree. University of KwaZulu-Natal, Durban.The fast food industry in South Africa employs thousands of people each year and is a rapidly growing industry. Quickly served customers translate into better service which translates into growth. The current challenge that leaders face in the Quick Service Restaurants (QSR) industry is that they are not adequately equipped to lead and communicate in order to remain sustainable. The aim of this study was to understand the power of the leadership role, its influence and effective communication strategies in order to remain sustainable in the QSR industry in Durban, South Africa. This was a crosssectional qualitative study conducted among eight restaurant managers who were selected purposefully. Data were collected using focus group discussions and analysed thematically using NVIVO software programme. Results showed that shift leaders had little knowledge about their competitor activities, also they lack computer skills. Further, it was also discovered that there is a need for more specific leadership training and indepth customer service training. On the communication part, it was discovered that the current ways of communication are not effective enough since they use platforms like WhatsApp, which was believed to be not effective in transferring messages. More so, it was discovered that the leadership is still stuck in their old way of doing things and they are finding it a challenge to adapt to new technology and new ways of completing tasks. It is recommended that McDonald’s leaders need to identify and prepare for the fourth industrial revolution. There is a demand for McDonald’s to hire according to the new restaurant leader success profile created by succession planning. Focus on capacity building to increase the number of core curriculum courses and change from conventional to digital training platforms. Formalise mentorships programmes. Progress on talent development and management development programmes. Drive an international computer licence programme to allow our future leaders to uplift and grow computer literacy skills. Enhance the skills of restaurant leaders that lead others but more importantly, themselves. Build basic and enduring leadership skills. Deepen knowledge and leadership capabilities by using impactful business simulation systems in the training agenda. Drive leaner led programmes to remain relevant. Create a culture of engagement and support.enRestaurants.Sustainability.Leadership role.Thesis