Leadership Insights: Interviewing a Respected Manager

1 Leadership Interview Paper Name of student Course Code: Course Title Instructor Date of Submission

2 Introduction I was privileged enough to interview former manager of over a year, Jolwin Fernandes, the leader I hold in the highest respect as a leader. The conversation took place at 9 a.m. on April 2nd, 2023, at the 1674 Courtyard by Marriott. For a long time, I have spent a significant amount of time at Jolwin before changing to a new profession, I am in a great state to evaluate the business's present state of affairs. Both in the workplace and in this interview, Jolwin Fernandes has demonstrated the same ideas I have studied in my formal education. Seeing and doing the things I have studied about in class is something entirely different. Background information Leadership development can be defined as the process of improving leadership aptitudes through a variety of approaches. Leadership training plans offer personnel at all levels with the understanding and skill they require to efficiently encourage and direct colleagues toward collective objectives. Building a culture of leadership in a business requires this kind of training and education for its employees. In 2012, Jolwin Fernandes began working for the Holiday Inn as a receptionist. Nine promotions later, he is now the Night Manager at the Courtyard by Marriott thanks to his strong leadership skills (Paul, 2020, p. 25). He attributes his managerial and leadership prowess to things he picked up through the years and from observing his superiors. Interviewee Perspective 1. What does being a leader mean to you? According to Jolwin, there are several definitions of leadership. First, in his mind, that means winning over the opposition. Supporting their team members and helping them achieve

3 greater success is a hallmark of great leaders (Eliyana & Ma'arif, 2019, p. 145). Two, he considers it a hallmark of effective leadership to strategically deploy one's team members. They succeed despite the difficulty when they guide someone to their "groove" and then step back. Trusting and respecting one's coworkers is a third quality of a leader. No one can contribute to the success of the team if they lack faith in the other members. 2. What legal or ethical challenges do you encounter? How do you try to resolve such challenges? When asked about the difficulties and rewards of leadership, Jolwin recalled the most difficult times as being those immediately after the commencement of a new position. When he moved on to a new job, all the effort he had put into building rapport with the workers and proving his leadership abilities had been for naught (Eliyana & Ma'arif, 2019, p. 145). The issue is earning the respect of the personnel at the new site I am visiting, where they do not yet know who I am. Having a title like "manager" doesn't guarantee someone will treat me with the utmost deference. And I can't get it until the staff has seen me in action for a while. 3. How do you interact with staff? Jolwin stated that it’s not compulsory to do anything remarkable but rather to effort on the little progressions, like creating time to talk with the staff, being available when they need help, and providing them the resources, they require to prosper. 4. What are some of the typical issues or problems that you must deal with? According to Jolwin, the biggest issue was building trust between him and his employees (Eliyana & Ma'arif, 2019, p. 145). He needed to inspire confidence and assurance in his staff so that the visitor would feel comfortable leaving them in charge of their care. Because of this, they

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4 start to have faith in him as well. Jolwin recounts how he and his staff create a genuine team via the process of earning each other's trust and respect, which is both a problem and an opportunity. 5. What do you believe are the keys to effective communication? According to Jolwin, one of the most important parts of communicating well is listening and making sure you understand the other person. Verify everyone's comprehension by restating the conversation in your own words. Communicate precisely what one means. Avoid using jargon unless it is absolutely essential, and check to see if your audience has grasped your message. To overcome cultural barriers to successful communication, as noted by Jolwin (Northouse, 2021, p. 7), it is important to educate oneself about the many cultures with whom one comes into contact. 6. How do you try to motivate your employees? The management at his Courtyard by Marriott hotel gave him and other front-line workers the freedom to go above and beyond for guests. Staff members were given permission to offer guests anything they wanted—including free lodging—if they suspected the guests were whining in order to acquire something or for no good reason at all. 7. What do you think are effective and ineffective approaches to leadership? One of the five criteria of great leadership is giving individuals chances to act, which is in keeping with what Jolwin described there. To be successful, a leader has to gain the respect of those above them and inspire their subordinates to contribute to the team's goals (Kouzes and Posner, 2017, p. 18). 8. Generally, how does a leader’s personality affect his or her ability to manage?

5 Taking stock of one's team's strengths and weaknesses is essential for a productive leader, as stated by Jolwin (as mentioned in Eliyana & Ma'arif, 2019, p. 148). His idea suggests that one's personality type determines how that person reacts to a leader's style of leadership. Interviewer Perspective From the interview, I conclude that Jowlin's leadership style is an excellent illustration of transformational leadership, in which the leader and the led are both driven to reach higher moral plateaus. Invigorating their teams, transformational leaders insist on nothing less than the best from their employees. Jolwin claims, "I have learned to be accountable" since he is a role model to his staff. That shows he means what he says; we'll do all he's promised. Like any good transformative leader, he knows who he is and acts accordingly. That's also a good way to explain one of the five pillars of great leadership: setting an example. The importance of a leader's continual presentation of beliefs and ideals in front of their team is emphasized throughout this process. One earns the right to set an example by participating in and succeeding in the endeavor. In the words of Kouzes and Posner (2017), "people follow the person, then the plan." My word is usually good with the visitors, but I know I can improve in this area with my coworkers and the rest of the team. Sometimes, when things turn chaotic, he does not comprehend he has forgotten anything until has left the office. When Jolwin wants staff to take him seriously, he needs to keep his word when making an obligation. I chose to avoid questioning Jolwin with questions regarding his connections with visitors in favor of employees that shed light on his organizational culture, both of which poses a direct effect on the team's aptitude to provide outstanding service to clients. To him, "being concerned

6 with his team" is simply empowering and trusting staffs, showing that they have his support and supporting in the choices they make, recognizing them for their hard work, and being available when needed. Jolwin states that if he does this, he might have to fear about the visitors at all. He has made it apparent that he is focusing on the finer points rather than going to extremes to win over the players. Also, he must always project a pleasant attitude in the office, which will rub off on his coworkers. I have found Jolwin to be the most upbeat guy I have ever met; Jowlin seems to always be grinning or smiling. Faith Integration The Christian community often has a worship pastor who acts as a transformational leader by encouraging the worship team to experiment during practice and in public. “Teaching them to do all I have ordered you" (Matthew 28:20). Like a mentor or an accountability partner, a transformational leader encourages personal development for the greater good of the team. A transformational leader is one who hears people out and then provides them with honest criticism. Jolwin is a hardworking leader who has the larger picture in mind at all times. To illustrate the qualities of a transformational leader, Paul (2020) uses Abraham as an example, calling him "one of the best transformational leaders in the Bible" (p. 24). His rise to popularity as a great transformative leader may be attributed to his visionary thinking, self-assurance, empathy, and dedication to social justice. Jesus is only one of many revolutionary figures throughout history. Let's make a difference by persuading (transforming) others around us to use their own resources to advance God's kingdom. Conclusion

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7 This was an inspiring activity that motivated me to show compassion and empathy for my fellow humans in the same way that Jolwin did. A manager's ability to inquire about workers' lives and spend time chit-chatting with them has been shown to increase productivity. I could do better at giving public recognition to my employees. I'm skilled at expressing gratitude, but I usually do it discreetly, one-on-one.

8 References Eliyana, A., & Ma’arif, S. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics , 25 (3), 144-150. Kouzes, J. M., Posner, B. Z. (2017). 6th Ed. The leadership challenge: How to make extraordinary things happen in organizations. Northouse, P. (2021). 9th Ed. Leadership: Theory and practice. Paul, M. K. (2020). The Role of Transformational Leadership in Preparing Youth as Future Church Leaders.

I had the privilege and honor to interview a manager I had worked for more than year and half with

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