Introduction: As per the requirements of this module I have taken the interview is of Jennifer Wills(Caf Manager ASDA).

I have worked in this caf so the access to the interview was not that difficult. A face to face interview was conducted and different questions were asked to Jennifer. The statement given by Jennifer was recorded and was used to link with different concepts and theories of leadership. Theories of gender stereotypes and theories related to psychology like Implicit Leadership, Social Identity theory,360 degree assessment were analyzed for the benefit of the assignment. The interview with Jennifer has been analyzed to understand the gender stereotypes and psychological needs that make to seek a leader. Organization Background: ASDA cafe is customers catering service of ASDA Long well Green. This cafe is located in most of the Asda supermarkets. One of them is newly established in Asda Long well green. The opening hours are from 7 am to 7 pm. The caf has 150 seating space. Asda cafe offers many types of food products and the menu change according to the timings like breakfast menu in the morning, separate lunch menu in the afternoon and tea, snacks menu in the evening and also offers regional favorites Cornish Pie and Lasagne. The cafe has also concentrated on the kids with a separate kids menu. Gender and Leadership: According to Peters and Kabacoff (2002) , Male leaders judged on assertiveness and actionorientation, female leaders judged on their ability to create and maintain positive interpersonal relationships. When Jennifer was asked how interactive she was with colleagues, she answered that she will maintain positive relationships with her collogues by asking them questions like How was the day today?, motivating the staff if it was busy day, asking and solving the problems of the collogues if they have any. When Jennifer was asked Whom will you point out if a mistake occurs or a problem exists with colleagues ? Jennifer said that she would ask the concern team leader and try to solve the problem with the help of the team leader. Jennifer is a kind of person who schedules her day perfectly, so that she can handle extra work easily. Jennifer is a kind of more participative type of leadership as she discusses the new offers and concepts of the caf with the team leaders. She would also encourage everyone to innovate some new ideas. Jennifer believes that communication is one important aspect among the team members to complete a task. So, log book is maintained in the caf in which the shift runner will take the notes of all the huddles and meetings that was conducted in his/ her shift. So, that the information of the huddles conducted can be passed on to team members of the next shift. According to Sczesny and Bosak (2007) common stereotype of women communion is affectionate, sympathetic, warm, sensitive and emotional. From the way Jennifer interacts and solves problems of the colleagues and customers Jennifer is very sensitive, warm and emotional person. Jennifer says that both communication and intelligence is very important to complete a

particular task. Jennifer is a kind of a leader who feels her responsibility and motivates her staff for the successful implementation of the methods to get the end results. According to Bass, Avolio and Atwater (1996) women display more transformational leadership and less transactional Leadership than men. When Jennifer was asked is she able to work equally with her male counter partners as her female ones , she said that even if the person is male or female she will try her best to motivate them. She also said that it is easy for her to motivate a female person than a male. Jennifer is a kind of person who performs beyond normal expectations by changing how people feel about themselves and raising their motivation to new heights to do new things. As the hypothesis says that male leaders would be judged on transactional leadership behaviors and females would be judged on transformational leadership behaviors. Jennifer can be judged as more transformational leader because of her ability to motivate, the way she interacts with the people with her emotional intelligence. When 360degree assessment was conducted by considering the ratings by self, ratings by self and ratings by peers and outsiders it has been found that Jenifer is more of a transformational type of leader than a transactional one. Now, my interview concentrates on the Psychological aspect that makes to seek a leader.Groups have a distinctive need for leadership, Freud(1921).The attire of Jennifer and the way she handles the situation with customers, anyone can say that she is the authority figure in that caf. She can be seen as a chosen one or the special one who perfectly fits in the role of the caf manager. According to Ellemers et al(2004), Followers think more positively about their leader if the leader is about to create or share a common identity with a group. When colleagues of the caf were asked what their opinion about their Manager is, some of them answered that she is their role model. Even some of the other managers in the ASDA store said that she is one of the best managers that they had seen and she is special, unique in her own way. Leadership is suggested to be positively influenced by group membership i.e the leader being an in-group member as opposed to an out-group member. When asked who is her role model she said that her ex-manger who is also her ex-husband Peter is her role model in her life. With her answer we can say how open and bold she is and can estimate her psychology that how open she is to express her feelings. According to Edwards and Jepson(2008),The department is the most immediate formal grouplevel context of an individual in an organization and may therefore have a high impact on a person assuming a leadership position. According to Messick and Kramer ..followers follow because they get something from being followers. In other words leaders provide some value that benefits followers. Followers respond in ways that benefit the leader. Thus, leaders and followers become linked in a mutually beneficial relationship through the exchange of benefits. Jennifer is a person who tactically does her work. She will do anything to make sure that the task is done like she gives an emotional touch like holding the hands of male collogues to make them work overtime and persuading them nicely.

As Jennifer is basically a chef, she is the perfect fit to role of a caf Manager as she can estimate business of the caf perfectly with her experience. From this we can say there will be some departmental affiliation i.e. restaurant department for a leader to work and fit in to the role perfectly. Considering the different aspects of the caf manager Jennifer like patterns of communication among team members, emotional intelligence and intelligence power the experiential leadership ship of Jennifer is of Dyadic level. Conclusion: After interviewing Jennifer based on the leadership theory of the gender stereotypes and psychological exchange, it can be said that in order to fit in a managers role is not so easy .A person should undergo lot of physical and emotional experiences to deal with a group of people and take decisions in such a way that it wont affect any individual in the organization and also benefits the organization. The leader should have the vision change, the strategy for change, the knowledge of a culture of shared values and ability to empower. I do thank Jennifer for spending time to answer my questions of the interview and thank her for being so openly answer my questions. It is a valuable and difficult opportunity for me to apply what I learn from the interview, emotionally, personal experiences, lectures and theories of leadership to real world practice. I helps the emotional touch this interview and assignment helps me a lot in future.

REFERENCE Peters, H & Kabacoff, R. 2002. Leadership and gender: a new look at the glass ceiling. MRG Research Report, Management Research Group, Portland ME. Sczesny, S. 2005. Gender stereotypes and implicit leadership theories. In B. Schyns and J. R. Meindl (Eds.). Implicit Leadership Theories: Essays and Exlorations. IAP, pp159-172. Bass, B.M., Avolio, B.J., and Atwater, L. 1996. The transformational and transactional leadership of men and women. International Review of Applied Psychology, 45, 5-34. Edwards, G.P., & Jepson, D. 2008. Departmental affiliation, leadership and leadership development. In K. Turnbull-James, and J. Collins. (Eds). Leadership Perspectives. Palgrave (pp 144-160). Messick, D.M., & Kramer, R.M. 2004. The Psychology of Leadership: Some New Approaches. Lawrence Erlbaum Associates.