This report delves into the multifaceted role of a developing manager, examining various aspects of leadership and management within the hospitality sector, specifically using Saba Hotel and Resorts as a case study. The report begins by comparing distinct management styles, contrasting the approaches of Saba Hotel with those of competitors like Marriott Hotel, highlighting differences in democratic and participative approaches, delegation of responsibilities, and employee engagement. It then analyzes leadership characteristics within these organizations, exploring different leadership styles such as democratic, transformational, and Laissez-Faire, and the impact these styles have on employee performance and organizational culture. The report further investigates communication procedures, differentiating between downward, upward, horizontal, and diagonal communication, and their significance in ensuring effective information flow. The report then assesses the organizational culture of Saba Hotel, emphasizing the importance of a positive work environment and the need for continuous improvement. The report then transitions to a self-assessment of managerial skills, evaluating the author's own communication, decision-making, and problem-solving abilities. Finally, it outlines personal strengths, weaknesses, opportunities, and threats (SWOT analysis) and designs goals and objectives for personal and career development, including a personal development scheme. The report concludes with how managerial and personal skills can support career development.