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Interviewing a Manager

Name

Institution

Course’s Name

Instructor’s name

Date
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Leadership Theories Used

An interview with John Smith, a manager at Macy’s Department Store, New York,

depicts that he uses the trait theory, relationship theory or transformational theory, and

situational theory. According to Smith, trait theory enables him to respect and recognize the

unique and natural qualities of others. He noted that recognizing the natural traits of others

bolster organizational growth and development. Smith argued that transformational theory also

referred to as relationship theory enables him to inspire and motivate team members to maximize

their full potentials. He believed that the transformational theory boosts the morale of others.

Smith uses situational theory to enable him to adapt to different circumstances or situations, thus

boosting workplace flexibility.

Adjusting Leadership Styles

Depending on the nature of project assignment, circumstances, individual skills, or

personalities, Smith adjusts his leadership style. Although he often uses participative and

transformational leadership styles, he noted that circumstances or other variables force him to

adjust his leadership styles. For example, during a crisis like fire outbreaks, Smith uses

authoritarian leadership, where he impose expectations and define error-free outcomes, to

prevent potential risks. According to Smith, using authoritarian leadership helps him to minimize

errors and mistakes that could worsen the situation. Moreover, he uses participative leadership

when he is dealing with employees willing to participate in the decision-making process, or in

situations where the input of all employees is required. Also, he employs participative leadership

to bolster teamwork and collaboration. Smith uses delegative leadership in project assignment

that requires a division of labor and specialization.

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Predominant Leadership Style

Smith’s predominant leadership style is transformational leadership. According to Smith,

the transformational leadership style, which involves inspiring employees with a vision and

encouraging and empowering them to achieve it, is predominant because it helps him to lower

employee turnover. Smith argues that the transformational leadership style helps him to instill

high value on the company’s vision among the employees. As a result, it triggers the synergy and

collaboration of staff towards achieving both the short-and-term objectives and goals of the

company. Moreover, Smith asserts that transformational leadership allows him to gain

employees’ trust by using a coercive method to leadership. Through transformational leadership,

Smith has managed to boost the staff morale and level of satisfaction has improved. Furthermore,

Smith believes transformational leadership helps him to place a high value on stakeholder

relationships. As a result, it creates a sense of direction.

Supporting Stakeholder Relationships

Smith supports stakeholder relationships because it helps him to create united voices

about issues, enable him to pool synergy and minimize conflicts of interests. Smith’s support for

stakeholder relationships is evidenced through his continuous communication with stakeholders,

seeking their inputs when necessary, and regularly meeting with stakeholders. According to

Smith, communicating with stakeholders makes them feel valued and respected. As a result, it

attracts stakeholders toward the company. Smith noted that seeking stakeholders’ input boost

their morale, thus developing positive interests toward the company. Smith argued that meeting

regularly with stakeholders assist to minimize resistance to change or compel them to support the

transformational agendas of the company.

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Creativity and Innovation: Supporting Cultural Development

Smith supports cultural development geared towards cultivating creativity and innovation

by assembling diverse and inclusive teams in business activities, encouraging and supporting

creative thinking, and establishing an ‘innovative team.” It is evidenced through his aggressive

use of incentives that he supports a culture for creativity and innovation. Smith asserts that

incentives such as promotion, recognition, and paid vacations help to nurture creative and

innovative ideas. Also, he seeks the input of employees in the decision-making process. Doing

this offers an opportunity for employees to share innovative and creative ideas. Smith uses an

“innovative team” to collect, review, test, and implement innovative ideas from other employees.