Headline Interview with the Human Resource Manager of a local company headquartered at Phoenix Opening The interviewed manager works in the retail industry and retail company with an experience of 5 years as a Human Resource Manager. Content The leadership style of the HR manager has been situational, transformational and like that of a servant-leader. This is because the answers to the questions asked during the interview had provided insights about the high and low magnitudes of the different elements or traits of the Five-Factor personality model. In case of the trait of extraversion, the score had been high for this HR manager. The implication had been clear because this HR manager had always tried to be transparent and extraverted in communication with every subordinate member of the organization. There had also never been hesitation shown by this HR manager to try to persuade the subordinate members to provide feedback to the HR manager. There had also been no reluctance shown by the HR manager to convey about change-management or any other situation to any of the subordinate members. The way of conducting training programs for subordinate members by the HR manager had also been effective because of the ways in which the HR manager had always been ready to be questioned during training sessions. There had been answers prepared instantaneously by the HR manager with the quality of being extraverted. The HR manager had always been an individual to be looked up to and to be approached conveniently. The score of the HR manager for agreeableness had also been high. This quality had made it possible for the HR manager to keep perspectives of all subordinate employees into consideration and with respect. There have been most situations when the HR manager has been able to consider most perspectives of subordinate employees and then take a final decision. The final decision in specific situations has been after incorporating the most common perspectives initially and thereafter, the uncommon perspectives of subordinate employees. The agreeableness being high, the HR manager’s agreement used to be understood by the subordinate team members by identifying the body language of the HR manager. The high agreeableness had sometimes caused issues because of non-alignment of the perspectives and decisions of the HR manager with the vision, mission and mutual goals shared by the employees with the organization. It had always been important for the HR manager to not let any employee become disappointed in terms of not being listened to. The score for conscientiousness for the HR manager had been low. This implies that there had been lack of understanding of carefulness shown by the HR manager while accomplishing set targets. There had also been situations when the HR manager had to rectify mistakes to ensure that some task would have to be redone or done from the beginning. The learning about making mistakes and not repeating mistakes by the HR manager had come from the ways in which the HR manager obtained feedback anonymously from the followers. This is because the HR manager had conducted and organized a survey for the HR manager and other managers in which the HR manager and the other managers had to be ranked and reviewed according to some specific criteria. The feedback obtained from the subordinate team members had proved that the HR manager had been complacent in many situations to not get work done thoroughly or not do work thoroughly. The HR manager had learned that becoming aware of every detail for every type of work had been important for remaining efficient most of the time at work. The level of Neuroticism for the HR manager had been found to be low. This is because there had been disciplined professional life lived by the HR manager mostly. There had also been no depression found to be observed in the mind or body language of the HR manager. This is because of the ways in which the HR manager used to balance work-life and personal life in an efficient manner. There had not been any instance in which the HR manager lost control because of stress in personal life. There had not been presence of fear in the mind of the HR manager much. There had also been patience present in the mind and actions of the HR manager. The score achieved by the HR manager in case of Openness had been high. Therefore, the followers of the HR manager never had issues with considering about speaking to the HR manager regarding any issue. There had been innovative suggestions provided to this HR manager by the followers to ensure that the manager and the followers would grow themselves as well as the organization The HR manager had to solve a difficult situation when there had been the absence of the operations manager for a long period of time. The HR manager had to play the dual role of a HR manager and that of the operations manager. The subordinate team members had been of more than one team. The HR manager had to segregate time for accomplishing operational tasks as well as HR management tasks. The tasks had been accomplished well but there had been challenges faced like lack of experience of the HR manager in managing operational tasks. There had been team-leadership qualities shown by the HR manager by not letting the work of the operational manager become ineffective. There had to be overtime done by the HR manager to learn and understand the overall design of the operations and the group dynamics. It is important to empathize by every HR manager or manager of any other department to ensure that there can be confidence developed within the skill-sets and the anticipation to play the role of a manager of a different department (Fan, 2020).There has to be more awareness gained about the weaknesses of a manager to ensure that more strength can be developed by working on weaknesses. The knowledge about the work done by the managers and team members of different departments must be gained by managers of other departments. There have to be attempts made to learn new things every day. Otherwise, there can be issues developed gradually in the long run. Wrap-Up Conclusion The HR manager had learned about taking up challenges and not giving up without giving the best efforts. Citations (APA) Fan, J. (2020). Relationships between Five-Factor Personality Model and Anxiety: The Effect of Conscientiousness on Anxiety. Open Journal of Social Sciences, 8(08), 462.