Interview With Mark Tomilson April 7, 2013

Interview With Mark Tomilsonapril 7 2013marker 20april 7 2013230 Pm

Interview with Mark Tomilson April 7, 2013, at Marker 20 restaurant in Hampton, VA. The interviewee, Mark Tomilson, is the General Manager of Springhill Suites/Residence Inn Marriott located in Williamsburg, VA. He has been in this role for 15 years. Mark is responsible for overseeing employees and ensuring customer satisfaction. The interview explores his leadership philosophy, strengths and weaknesses, influences, and management style.

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Leadership is a multifaceted concept that encompasses the ability to inspire, guide, and support others toward achieving shared goals. According to Mark Tomilson, leadership involves mobilizing a group of people to succeed within their respective roles while also fulfilling the objectives of the organization. Effective leadership, in his view, hinges on understanding and valuing individual differences, fostering a positive environment, and encouraging personal growth among team members.

Mark emphasizes that one of his key strengths as a leader is his genuine care for individuals. He believes in recognizing the unique strengths of each employee and treating everyone as an individual. By working collaboratively with his staff to address their weaknesses and leveraging their strengths, Mark creates a supportive environment that promotes development. This approach aligns with the transformational leadership style, which encourages empowerment and fosters intrinsic motivation among employees (Bass & Avolio, 1994).

Reflecting on his past weaknesses, Mark admits that he initially lacked a comprehensive understanding of his team members and the internal workings of the company. Over time, through experience and community engagement, he has developed a deeper insight into how people and organizations function. This growth has enhanced his leadership capabilities and strengthened his influence within the community. Such humility and willingness to learn are critical attributes of adaptive leaders (Heifetz & Laurie, 1997).

When asked about his greatest influence as a leader, Mark highlights the importance of empowering others. He believes that effective leaders make others feel strong and confident by recognizing their potential and providing opportunities for self-improvement. Giving employees autonomy in a relaxed, trusting environment fosters a sense of ownership and motivates them to succeed. This concept is supported by Kouzes and Posner (2004), who emphasize the significance of fostering confidence and optimism within teams.

Delegation plays a vital role in Mark’s leadership approach. He views delegation as a method of growth, allowing employees to develop new skills and responsibilities. Ensuring that individuals are appropriately placed in roles where they can excel is part of strategic delegation, which enhances organizational effectiveness (Yukl, 2013). He advocates for a work environment characterized by trust, where both leaders and team members feel confident in one another's abilities.

To enable others to succeed, Mark advocates for several essential actions: maintaining a genuine interest in the organization's well-being, cultivating a relaxed and enjoyable work atmosphere, and building mutual trust. Trust, he states, is not built overnight but through consistent, honest interactions. Providing team members with the freedom to be themselves and do their jobs without undue pressure strengthens trust and collaboration (McAllister, 1995).

Mark describes his leadership style as supportive and servant-oriented. He believes that leadership is about serving others and supporting their growth. As a servant leader, he strives to be present for his employees, recognizing their contributions and offering guidance. This approach aligns with the theories of Robert K. Greenleaf (1977), who emphasizes the importance of serving others as a fundamental aspect of leadership.

His core values include honesty, openness, and readiness to work. Mark encourages transparency and expects team members to communicate openly with him whenever necessary. These values foster a culture of integrity and accountability, which are essential for effective leadership (Schein, 2010).

Regarding change and improvement, Mark believes that understanding and effective communication are critical. Changes should be explained thoroughly to ensure employee buy-in and smooth implementation. When mistakes occur, he emphasizes the importance of direct engagement—asking questions, acknowledging errors, and correcting them promptly. His own mistakes are openly acknowledged, which fosters a culture of trust and continuous learning (Argyris & Schön, 1978).

In managing conflict, Mark prefers a pragmatic approach. When conflicts arise, he asks involved parties to document the issue, thus minimizing emotional responses and focusing on facts. He then mediates by sitting down with both individuals to resolve the matter. Mark considers conflict a negative but manageable aspect of leadership and strives to address it constructively (Rahim, 2002).

Overall, Mark Tomilson’s leadership philosophy is rooted in service, trust, empowerment, and continuous growth. His emphasis on understanding individuals, fostering confidence, and promoting open communication creates a positive organizational culture where both employees and the organization can thrive. His journey from lacking understanding to becoming a community-influencing leader illustrates the transformative power of reflective practice and deliberate development in leadership roles.

References

• Argyris, C., & Schön, D. A. (1978). Organizational Learning: A Theory of Action Perspective. Addison-Wesley.
• Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. Sage Publications.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Heifetz, R. A., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business Review, 75(1), 124-134.
• McAllister, D. J. (1995). Affect- and Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations. Academy of Management Journal, 38(1), 24-59.
• Kouzes, J. M., & Posner, B. Z. (2004). The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. Jossey-Bass.
• Rahim, M. A. (2002). Toward a Theory of Managing Organizational Conflict. International Journal of Conflict Management, 13(3), 206-235.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.