Leadership Interview Task: Applying the Kouzes and Posner Model

Introduction

A leader takes responsibility for guiding others. This role requires a clear vision, determination, and the ability to achieve results. Leadership uses influence to shape how people think and act. For this assignment, I interviewed Olaf Swantee, a recently appointed manager at Forever Fostering Life, which operates under the Department of Community Services. As Community Programs Manager, Mr. Swantee manages several responsibilities. He is expected to meet specific goals that support the growth of the foundation. This section reviews Mr. Swantee’s duties and achievements to assess how well his leadership matches the Kouzes and Posner model. The paper also suggests ways he could further improve his leadership, then shares what I learned from this experience.

Mr. Swantee's Compliance with the Kouzes and Posner Model of Leadership

Reviewing the interview with Mr. Swantee shows his approach fits the leadership model developed by James Kouzes and Barry Posner. His responses show that he follows many of their main ideas. For example, he demonstrates the traits of an effective leader. Kouzes and Posner highlight the need to inspire a shared vision, and Mr. Swantee has done this in his previous jobs. The interview shows that he encouraged his teams to imagine a meaningful and achievable future (Kouzes & Posner, 2017).

Mr. Swantee explains that his main focus is developing and running programs that make a difference for people supported by Forever Fostering Life. His approach is clear, he wants every project to help move the community forward. This fits with the Kouzes and Posner view that a strong leader inspires a shared vision. Their model says you bring people together by connecting with their goals and values (Kouzes & Posner, 2017). Reading through his answers, you see that Mr. Swantee reaches this standard. He lays out goals and then works to get everyone moving in the same direction, aiming for progress and growth. Kouzes and Posner also talk about the importance of setting a vision before expecting people to follow. Mr. Swantee does this by outlining what needs to be done and showing the team how to get there (Kouzes & Posner, 2017). You see these practices in many businesses that want better results and a strong team culture. Good leaders set goals and help employees stay focused on what matters. In places dealing with big issues like poverty or abuse, managers who set clear expectations give staff a sense of purpose. Mr. Swantee uses this approach, too. He helps staff take ownership of their roles and works to keep the charity growing. Beyond vision, Mr. Swantee helps people succeed in their work. He spends time with volunteers and contract staff, giving them guidance and making sure they have what they need. This hands-on support puts the Kouzes and Posner model into practice each day, keeping the whole team working toward shared goals.

Mr. Swantee follows the Kouzes and Posner model in his daily leadership (Kouzes & Posner, 2017). He believes leaders build strong teams by focusing on cooperation and trust. In his role, he brings together employees, investors, and volunteers. These connections make it easier for his department to work toward shared goals and get results. Delegation is part of his routine. Mr. Swantee assigns tasks and makes sure people have the resources to succeed. He checks in often, offers support, and expects staff to build new skills. Training is a major responsibility for him. He wants everyone to handle their duties with confidence. He also puts a lot of energy into communication. Mr. Swantee sees clear, honest communication as the foundation for teamwork. He sets up systems so staff can talk freely, share information, and address concerns. Good communication keeps everyone focused and engaged. Leaders who promote open communication see better teamwork and less turnover. Employees are more likely to talk about problems before they get out of hand. This keeps morale up and strengthens the group. When people trust each other and talk often, they hit their targets and achieve their goals together. You see many companies today working harder to keep employees and customers connected. They look for ways to improve communication, and this shows up in their daily routines. Mr. Swantee takes this idea seriously. He listens to his team and pays close attention to how people handle change. When challenges come up, he steps in to help.

Training plays a big part in his leadership. He sets up learning sessions so everyone on staff gets the skills they need. Mr. Swantee believes training is part of his job, not an extra task. He wants his team to be ready for any problems that come their way. Most of the time, these sessions focus on solving real problems and helping people get better at what they do.

During our interview, he talked about how he checks that every staff member has enough training. He connects this to performance, managing people is tough and requires new skills. Mr. Swantee thinks through different ways to keep new supervisors and senior leaders updated. Each training session covers motivation, how to support growth, coaching, and handling conflicts (Heimann et al., 2020). Entrepreneurship experts often point to training as a building block for success. Companies that train their people usually see more growth and fewer setbacks. Mr. Swantee follows up with his staff to make sure everyone completes their work. He also handles hiring, discipline, and terminations directly. In his view, these aren’t just formalities. These actions keep his team focused and on track. Through these efforts, you see him put the Kouzes and Posner model into daily action (Heimann et al., 2020).

Recommendations on How Mr. Swantee Could Improve His Leadership in Light of Kouzes and Posner's Model

Mr. Swantee tries to follow the Kouzes and Posner leadership model in his day-to-day work (Kouzes & Posner, 2017). Still, he could strengthen a few areas to bring his approach in line with the full spirit of the model. Right now, he often relies on negative motivation, discipline or even firing staff to manage performance. Over time, this strategy can damage trust and create distance between a leader and the team.

If he wants to build stronger working relationships and help his department grow, Mr. Swantee could focus more on positive motivation. For example, he can set up a reward system to celebrate good work and empower employees. Recognizing achievement and supporting people’s career development can help everyone stay motivated and involved (Deci & Ryan, 2008). These changes will give staff a stronger bond with their leader and raise productivity across the department. When people feel valued, they work harder and contribute more. A positive environment helps the team reach bigger goals and supports long-term success.

References

• Deci, E. L., & Ryan, R. M. (2008). Facilitating optimal motivation and psychological well-being across life’s domains. Canadian Psychology, 49(1), 14–23. https://doi.org/10.1037/0708-5591.49.1.14
• Heimann, A. L., Ingold, P. V., & Kleinmann, M. (2020). Tell us about your leadership style: A structured interview approach for assessing leadership behavior constructs. The Leadership Quarterly, 31(4), 101364. https://doi.org/10.1016/j.leaqua.2019.101364
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge (6th ed.). Hoboken, NJ: Wiley.