...Running Head: EXTERN LEADERSHIP INTERVIEW 1 MASTER IN LEADERSHIP EXTERN LEADERSHIP INTERVIEW SHANTE WARREN MID-AMERICA CHRISTIAN UNIVERSITY October 30, 2012 Running Head: EXTERN LEADERSHIP INTERVIEW 2 In this extern leadership interview I have completed an interview from my former supervisor Roderick Brown. Roderick has been the Technical support supervisor at my former employer Calyx Software for two years now. Roderick brings over ten years experience as a supervisor or a team leader to the company. Before conducting this interview I emailed Roderick and asked him if he had time to answer a few questions for a class assignment. He replied with a yes and I set a time up that was best for him and he booked a conference room in the office. Through this interview, I will show how Roderick displays the qualities of a good leader, because he has an open door policy for his team, he leads by example and he acts more like a mentor than a manager. The environment of the interview was in a small conference room in his office. The conference room had a round table that sits 6 people. The conference room was in a clear glass room. I scheduled the time on a Friday September 7, 2012 at 1:00 pm. I sat across from Roderick with a note pad and a pen. As I asked the questions I made notes. Before I met with Roderick I had written down a series...
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...Crystal Reed-Hardy Interview Transcripts Leadership February 27, 2013 Interviewer: Crystal Hardy Interviewee: Cassandra Patterson, Vice President of Human Resources, Housing Authority City of Milwaukee (HACM). Interview Setting: Interview conducted in office of Ms. Patterson, downtown corporate office. The interview was conducted at 3:30 PM on Wednesday afternoon. Affiliation with interviewee: Ms. Patterson has been is my supervision and mentor. Start of Interview Interviewer: Please tell me about your history with HACM. Interviewee: I am Vice of Human Resources (HR) for the Housing Authority of the City of Milwaukee (HACM). I am of African-American decent and female by gender. I came up from the ranks and has elevated to the executive positions she now holds with HACM, a position she has held for the last seven years. Interviewer: What are your responsibilities as a leader? Interviewee: As the VP Human Resources I am responsible for directing all of the people functions of the Authority in accordance with the policies and practices of the Authority. Interviewer: What is your Educational Background? Interviewee: I possess a Bachelors of Arts and a MBA, with emphasis on strategic HR. Interviewer: How did you get into your current position? Interviewee: I started out twenty years ago as a Lieutenant in the US Army where I did HR work and got into the corporate arena and came up the ladder from HR Generalist, HR Manager to Director to VP. Interviewer:...
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...Comprehensive Leadership Paper Lisa Marcum Mount Vernon Nazarene University Comprehensive Leadership Paper The Ethical Leadership class has presented many theories, studies, and thought provoking cases involving management and leadership. The students were asked to look at themselves and evaluate what kind of leader they are and what kind they could be. The class used some tools to determine personality types and values. Many students found that the results were exactly as they would have thought. They used these results to evaluate their readiness to be a manager who is also a leader. This comprehensive paper will discuss many of the issues that were brought to light. I will assess personal leadership. Power, motives, influence and values are some key components that make up a leader’s character. Leadership application will also be discussed. I learned there is a place for holiness, justice and love in the workplace. Also learned was that a principle centered leader can make a huge impact on employees. The author will also reflect and assess what has been learned about leadership through taking this class and doing the activities, exercises and projects. Leader Interview I interviewed an executive from Gorman-Rupp, Scott King. This man has recently been promoted to the Vice President and General Manager of the Mansfield division. He has been with the company nine years and this is his fourth promotion. He is 40 years old. He...
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...1. Do you believe that your real authority as a leader comes from your title or position, or from how you behave and interact with your employees? 2. Do you continuously think about how you lead others and are you constantly trying to improve your performance, or do you only reflect on this issue when something goes wrong? 3. Do you always try to lead by example, or is it a case of ‘do as I say, not as I do’? 4. Do you genuinely treat all your team members equally and fairly, or do you have favourites that you treat differently from others? 5. Are you aggressive in your leadership style, or are you good at staying calm but being firm when need be? 6. Would your employees consider you to be a bully, or at the other end of the scale, a bit of a pushover?...
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...Schawbel: How would you describe your leadership style? How do you believe this style makes your company culture unique? Richard Branson: Rule-breaker – because I never learned the rules in the first place. To change the game is at the heart of what Virgin stands for, so the company culture has always been: “Don’t sweat it: rules were meant to be broken.” Schawbel: What is your process for selecting leaders at Virgin? What qualities do you look for in new leaders and what qualities are your biggest turnoffs? Branson: I’m quite involved in hiring for leadership and I look to hire my weaknesses. Personality before CV. A person who has multiple degrees in your field isn’t always better than someone with broad experience and a wonderful personality. I like to take chances on people, and whenever possible, promote from within – it sends a great message to everyone in the company when someone demonstrates a passion for the job and leadership skills at every step along the way and is rewarded with a leadership role. Schawbel: How did you originally come up with Virgin’s values, vision and mission and then find the right people who believed in you and the company? Branson: The Virgin values have and will always be the same: to change the game and challenge the status quo by providing a product or service of great use. My first business venture was Student magazine. Along the way, we saw gaps in the market where Virgin could play a role and can be an incredible force for...
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...Dwayne A. Grant ELRC 7603 Interview Paper: Leadership at an Anarchical Community College Dr. Owens November 30, 2014 Louisiana State University Though tempered by culture, history, and tradition that shape beliefs in particular directions and away from others, the presence of multiple realities within organized anarchies is undeniable (Manning, 2013). Louisiana’s oldest and largest community college sits in the heart of New Orleans. Delgado Community College is known for distinctive programs and an extremely rich culture. Recently, Delgado has experienced changes in leadership during a time of expansion and transition. Faculty at Delgado Community College are outraged that they have not received pay in seven weeks and would like the new Chancellor to reconcile this issue immediately. This interview paper will discuss the issues faced by newly appointed Chancellor Joan Davis and her leadership in this anarchical institution. An organized anarchy exhibits three characteristics: problematic goals, an unclear technology, and fluid participation (Birnbaum, 1988). Problematic goals and unclear technology lie at the forefront of Chancellor Davis’ service: prior to Davis’s arrival in May 2013, Delgado faced a budget deficit of $8 million, which led to the announcement of the layoff of 115 employees, including 64 non-tenured faculty members (Lipinski, 2014). Research had shown the underpaid status for both faculty and staff, in addition to the lack of growth or pay increases...
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...| * | | | Common interview questions and answers.To help you to prepare for any interview, we have listed down the most common interview questions. If you go through these interview questions and answers thoroughly, it ensures that you are well prepared in advance and face the interview confidently. All the best! 1. Tell me about yourself | This is the most commonly asked question in any interview. And also, usually, this is the first question to be asked. As your answer to this question will be the basis for subsequent questions, you need to prepare a short statement about yourself and rehearse it thoroughly. However, ensure that it does not sound as rehearsed. Limit your answer to work-related items unless instructed otherwise. Talk about your work experience, the projects you took part or managed, your educational qualifications, and your achievements which are related to the position you are being interviewing for. | 2. Why did you leave your previous job? | Mention about leaving for a positive reason such as to look for new opportunities and challenges, a chance to do something special or other forward-looking reasons. Never refer to any management problems or issues with your supervisors or collegues. If you do so, interviewers may think that you are also a part of those problems and will rate you negatively. This is not the right place for complaining about your previous job. | 3. Why do you want to join this organization? | This question is asked...
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...the last two places. The hiring process for new associates used to begin in the fall. The process after that can be broken up into three stages. Each of these stages helped the company make a decision about the candidate and is a key decision point for the firm. The working process is mainly divided in three stages: The purpose of the first one is to see if the candidate has real interest on the company by conducting informal interviews with students in the office in advance of official first- round interviews. These interviews were not part of formal process,that process was to know how serious and enthusiastic the candidates were and a chance to learn more about the firm. In this round interviewers are also instructed to test for culture fit. In the second one the candidates have an interview with an associate who will decide if they have the profile to be promoted into the final round. In this last filter 30 candidates are invited to the Giants Stadium where senior employees interview them five half-hour sessions with short breaks. When the interviews are done, the seniors hold a meeting where they decide which candidates must hire. Candidates invited to Super Saturday will be given the case study to...
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...Professionalism can be describe as; “The strict adherence to courtesy, honesty and responsibility when dealing with individuals or other companies in the business environment. This trait often includes a high level of excellence going above and beyond basic requirements.” However, work ethic is usually concerned with the personal values demonstrated by business owners or entrepreneurs and instilled in the company’s employees. The good work ethic may include completing tasks in a timely manner with the highest quality possible and taking pride in completed tasks. Considering the paragraph I just mentioned and taking the Business Professionalism class here at Kirkwood. The class itself has put these two factors, along with other important subjects, first impressions, cultural awareness, dining etiquette, professional organizations (D.E.C.A), clear communication, professional communication and add networking to complete the overall class curriculum. Learning about these subjects has been enlightening and a good refresher course for preparing for life in business after school. What I will do now is elaborate on what specific professional skills and knowledge from these topics I learned. My thoughts on first impressions in a business, is as taught in the class. You must be dressed to impress, but not only look the part. You must show that you are a polished individual in the art of professionalism because it only takes three to five seconds to make a first impression. Speaking clearly...
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...INTERVIEW QUESTIONS & TECHNIQUES Collected by MBA Dept General Advice Before you go for your interview you need to find out everything you can about the company. Reread your application/CV/covering letter, so that you can think about your skills and qualifications, and also questions that you might be asked. In order to do well in the interview you need to be able to convince the interviewer that you have the right skills for the job, this will include your motivation towards the job, how well you will fit into the company, along with meeting their academic and skills requirements. You should dress smartly and appropriately and should leave in plenty of time allowing for possible delays, so that you are not late. Remember first impressions last! Tips It's a good idea to ask for a glass of water, as you will be doing a lot of talking, but it’s also good to take a sip if you want a few seconds to think about the question asked. • Ensure that you are sitting comfortably in a position where you can address all the interviewers. • Make sure that you remember the names of the interviewers, and take note of their various roles. First Impressions Most people make an initial opinion of a stranger within the first five minutes of meeting them. According to research employers' impressions are made up of the following: Body Language and image (70%) Tone of voice (20%) What you say (10%) As soon as you enter the building you need to be polite to everyone...
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...STUDENT NUMBER: 016-525-057 TABLE OF CONTENTS Job Ad ..............................................................................................................1-2 Interview Plan ……………………………………………………………...3-8 Beginning-Preparing for the Interview * Conduct a Job Analysis * Develop questions in advance * Develop Rating Scales * Determine the Purpose and Format of the Interview * Train Interviewers Middle-During the Interview * Provide Background * Interview Do’s * Use Probes * Take Notes * Closing the Interview End-After the Interview * Score Responses * Follow-up * Conduct Further Assessment with Reference Checks * Make a Selection * Reminders Developing a Set of Six (6) Competencies.....................................................9-11 * Core Competencies * Functional Competencies * Job- Specific Competencies * Behavioural Descriptive Interview (BDI) Style Question * Answering Behavioural Interview Questions Using STAR Formula * Behavioural Questions Behavioural Anchored Rating Scale (BARS).......................................12 Rating Scales.........................................................................................,,,,,,,,,,,,,,,,,,,.,,.13-14 Appendices * Appendix A- Interview Questions and Answers..............................................15-19 Rationale for Selecting/Not Selecting Candidate ................................................20-21 ...
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...for Interview Interview 1 – Date: dd/mm/yyyy Interviewer: Observer: Interviewee(s): (Write down position, name and the amount of time he/she worked at the company) (NOTES) ------------------------------------------------- B: Background – Story – secondary research 1. History of the company: When? How? Why? “Cash cow” marketing matrix 2. Research the market of the industry 3. Value proposition of the company? Why should they choose Avant? Success rate very important 4. Financing issues. How do they finance their company? We already know that look up the last interview we had with them. 5. Look at porter strategy then decide what strategy they implement in their company. It is a small company. 6. Write briefly down what you already know about the risk of the company. Also present in the previous interview we had with them. Risk of an vof 7. Write down the organisational culture. Write down an experience you’ve had with a driving school. 8. Leadership style – Porter leadership and management style use that definition to get 9. Use Porter’s value chain definition to define the startegy: http://www.mindtools.com/pages/article/newSTR_66.htm 10. Leadership style pret-a-porter http://leadersyndrome.wordpress.com/2012/08/09/leadership-and-management-styles-the-pret-a-porter-collection/ 11. ------------------------------------------------- Ambition on future developments on financing option. Also look at the interview summary...
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...theory • practice OB organizational analysis interviewing skills and appropriate behaviors; and • prepare and present OB analysis documentation. The specific task is to: • select an organization and arrange an interview with someone in a managerial position • discuss with the interviewee ten (10) specific OB topics; and • prepare and present an OB organizational analysis document summarizing your findings, and most specifically, an analysis of your findings. General Instructions 1. When arranging the interview, and developing your interview questions, be realistic as to how much time you require. Providing the interview questions to the interviewee ahead of time is likely to be appreciated. Address only the required ten (10) topics; and include only these in your analysis report. This analysis report is the assignment. 2. There are no page requirements for the analysis report. Keep it as short as possible. Edit carefully. Marks are allocated for the thoroughness of coverage of the ten required topics listed below, and their analysis – linkages to appropriate OB theory; linkages to the text. It is not enough to just describe the happenings in the organization, or the responses to the interview questions. Analysis is required of the ten topics. Use these as headings in your analysis report. 3. Please submit your completed assignment to me by email. 4. Please check the Timeline for the due date. Specific...
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...by the firm? SG Cowen utilized a well‐developed, tiered process to make hiring decisions on potential candidates. SG Cowen first conducts informational sessions at on‐campus recruiting events to describe the firm, its benefits and steps in the recruiting/hiring process. They use these first‐round interviews, in advance of the formal recruiting process, to assess how serious candidates are about the opportunity. SG Cowen then reviews the resumes submitted by interested students and holds open, on‐campus interviews. The firm also selects some of those interested students specifically for closed interviews. The pool of initial candidates is narrowed down to a few candidates through a second round of on campus interviews. The first key decision point for SG Cowen is to select candidates who are best qualified to make it through the “Super Saturday” final selection process in New York City. Recruiters focus on identifying candidates that possess the skills to succeed in the company’s day‐to‐day operations and have the personality to fit the organization’s culture. During the Super Saturday event, the thirty candidates are each interviewed by five senior bankers. Following the interviews, the senior bankers gather to determine which candidates should be extended offers. At this final key decision point, the recruiters focus on the candidate’s potential for growth. Sometimes the HR manager may try to push a banker to be more decisive about a potential candidate by saying, “If you could...
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...We analyzed all the data that was collected and documented; this helped determine what the students feel amongst our surveys. This allowed us to ensure that the people that were selected to take part in the interview would not just give us great data to use, but also encompass a large array of people who have dealt with making the decision of going to an HBCU or a PWI. Most of the people whom were selected to have family members who went to the school in which they did not choose to attend. The goal was to ensure that we took interviews from people from a wide range of cultural and economic background. As a group we understood that cultural and economics play a big role in the decision of going to a school over another. Our method of sampling...
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