ON paper, leadership might appear to be about strategy, authority or technical expertise.
However, according to the Reserve Bank of Fiji’s Chief Manager Economics Jacinta Hesaie, its true foundation lies in listening first, understanding different perspectives and creating space for others to succeed.
Those principles have guided her career since she completed the Leadership Fiji programme in 2014, shaping not only the way she leads but also the way she approaches some of Fiji’s most complex economic challenges.
More than a decade after graduating from the programme, Jacinta believes one of its greatest lessons remains as relevant today as it was then: effective leadership is rarely about having all the answers.
“When I joined Leadership Fiji, my work was largely focused on economics and policy analysis,” she recalled.
“While that provided a technical foundation, as an introvert, I was particularly interested in growing my confidence and capability as a leader.”
Her participation began with a nomination from senior leaders at the Reserve Bank, an institution with a long tradition of investing in leadership development through the programme. Watching colleagues before her grow into influential leaders convinced her it was an opportunity worth embracing.
By then, Leadership Fiji had already spent more than a decade refining its approach, bringing together participants from government, business, civil society and the community sector to develop leaders capable of navigating Fiji’s increasingly interconnected challenges.
The experience proved transformative.
“The experience exceeded my expectations and emphasised the importance of collaboration, service and nation-building — lessons that continue to guide me today.”
The power of perspective
Rather than reinforcing conventional ideas of leadership, the programme challenged them.
Working alongside professionals from vastly different backgrounds exposed her to perspectives she may never have encountered within the confines of economic policy.
“The most enduring influence has been the importance of listening to and understanding diverse perspectives before making decisions,” she said.
Leadership Fiji, she explains, demonstrated that leadership is often about creating the conditions for others to contribute rather than dominating the conversation.
“The best leaders I encountered through the programme were not necessarily the loudest voices in the room. They were often the best listeners.”
Those lessons became particularly tangible during the cohort’s community project.
Turning ideas into meaningful action required careful planning, collaboration, accountability and collective ownership.
“It taught us that leadership is about more than dialogue and ideas. It is also about implementation and achieving outcomes.”
Beyond technical expertise
As her career progressed, Jacinta’s understanding of leadership matured alongside her professional responsibilities.
Earlier in her career, she viewed leadership primarily through the lens of technical competence and delivering results.
Today, her perspective is markedly different.
“Leadership is less about directing and more about enabling. It is less about being the person with all the answers and more about empowering others to contribute their knowledge, perspectives and talents.”
That shift has influenced not only how she manages teams but also how she approaches economic policy.
During a visit to the Fiji Museum, historian Dr Robert Nicole challenged participants to reconsider familiar narratives about Fiji’s history and examine alternative perspectives.
The session became a powerful reminder to Jacinta that assumptions — however deeply held — should always be open to question.
“It reinforced the importance of understanding history from multiple viewpoints and appreciating the complexity of Fiji’s journey as a nation,” she said.
The lesson extended well beyond history.
As an economist, she said Leadership Fiji reminded her that statistics, models and technical analysis alone are never enough.
“Data and analysis are essential, but they do not tell the whole story. Understanding context, history, interconnectedness and the lived experiences of people is equally important in making sound decisions.”
Growth through connection
Another lasting influence has been the relationships forged during the programme.
Rather than pointing to a single mentor, Jacinta credits the collective wisdom of her 2014 cohort.
She encountered leaders who inspired through vision, others through service, collaboration or quiet determination.
As someone who describes herself as an introvert, that diversity was particularly reassuring.
“It reminded me that leadership is not defined by personality type and that effective leadership comes in many forms.”
The Leadership Fiji alumni network has remained an important source of encouragement throughout her career, particularly within the Reserve Bank, where many graduates continue to contribute to national development.
Looking back, Jacinta admits the programme consistently pushed her beyond her comfort zone.
Group discussions, relationship-building and collaborating with strangers demanded skills she had not previously exercised in the same way.
Balancing those commitments alongside a full-time role at the Reserve Bank added another layer of challenge.
Yet those demands became valuable lessons in discipline, prioritisation and resilience.
Leading for Fiji’s future
Jacinta gave a very sobering answer when reflecting on the qualities Fiji most needs in its leaders.
“I believe Fiji needs leaders who demonstrate integrity, adaptability, empathy and a genuine commitment to serving Fiji and its people.”
In an increasingly complex world, she believes the ability to unite people around shared goals is becoming more valuable than ever.
Leadership Fiji strengthened those qualities by encouraging humility, openness and the willingness to think beyond institutional and professional boundaries.
Above all, it reinforced one enduring principle.
“Leadership is ultimately about stewardship — leaving things better than we found them and creating opportunities for future generations.”
That same philosophy shapes the advice she now offers to those preparing to begin their own Leadership Fiji journey.
Approach the experience with curiosity, humility and an open mind, she said.
Listen deeply. Build genuine relationships. Stay connected long after graduation.
Most importantly, focus not simply on what the programme can offer personally, but on how its lessons can be used in service of Fiji.
Ultimately, Jacinta believes the greatest leaders are remembered not for their titles, but for the positive change they inspire and the pathways they create for others to succeed.
