As the world celebrates International Women’s Month, few epitomize female leadership in the Philippine hospital sector quite like Maria Manlulu-Garcia, whose groundbreaking work at the helm of Accor Hotels’ and the Araneta Group’s partnership has redefined what maternal wisdom can bring to corporate excellence.
Maria Manlulu-Garcia makes her presence felt. Not by intimidation, but through a smile that illuminates every room and sets everyone at ease. Meeting her on a sweltering Wednesday afternoon, I found myself drawn to her remarkable duality—cool and collected as a cucumber, yet radiating a warmth that beckons like a gentle flame on a cold, stormy night.
In an industry often defined by rigid hierarchies and relentless pace, Manlulu-Garcia stands as a refreshing anomaly. As the first female Filipino general manager of an international hotel chain in the country, her list of accolades stretches across borders. Yet, it’s not these impressive credentials that set her apart—it’s her distinctively maternal approach to leadership that has redefined hospitality management in the Philippines.
The maternal touch in corporate leadership
“Managing a hotel is very much like raising a child,” Manlulu-Garcia explains, her eyes crinkling with wisdom. “Each property has its own personality, its own growth stages, and its own unique challenges. You need to know when to nurture, when to guide, and sometimes, when to be firm.”
This philosophy has served her well throughout her career, from navigating the delicate pre-opening stages of properties to maintaining their seamless daily operations. As a mother to two young professionals (and grandmother to growing 11-year-old) and a “mother figure” to over 300 staff members (and counting), she brings authentic parental wisdom to the boardroom.
“It demands patience, guidance, and a deep commitment to nurturing growth in the right direction,” she says, gesturing toward the bustling lobby of Novotel and ibis Styles Manila Araneta City. “This nurturing attitude is reflected in our commitment to fostering excellence among our teams.”
What distinguishes Manlulu-Garcia’s leadership style is her ability to maintain a formidable professional presence while leading with genuine compassion—a balance that proved particularly valuable during the pandemic’s darkest days.
“As the old saying goes, ‘We take care of our employees so they can take care of our business,'” she reflects. “During the pandemic, this wasn’t just a business philosophy—it became our lifeline. We watched our Heartists [employees] support and look after one another in ways that transcended traditional workplace relationships. Those moments of solidarity reminded me why the maternal approach to leadership isn’t just nice to have—it’s essential.”
Breaking glass ceilings and building glass elevators
When asked about being the first female Filipino GM of an international hotel brand—the Accor Hotels, Manlulu-Garcia’s response reveals her broader vision: “My mission goes beyond breaking that barrier for myself. I’m determined not to be the last woman to occupy this position.”
She leans forward, her voice taking on a passionate edge. “I think the most important thing in this industry is putting your foot down and saying: as women trying to make it, we don’t want special treatment—we want equal opportunity to make a difference.”
This vision has translated into tangible changes under her leadership. The executive committee’s gender ratio has shifted significantly to 70:30, a testament to her commitment to inclusion. For Manlulu-Garcia, diversity isn’t a corporate buzzword—it’s a practical business strategy that brings valuable perspectives to the table.
“Women have characteristics that can be tremendous advantages in hospitality,” she notes. “Never underestimate the motherly touch, a woman’s touch. We’re naturally attuned to the emotional undercurrents in a room, to anticipating needs before they’re voiced, to fostering environments where people feel valued. These aren’t soft skills—they’re essential leadership qualities.”
Her advice to aspiring female leaders carries the same practical wisdom: “The next generation of female leaders must pave the way for a workplace that supports women. We need to overcome limiting beliefs and have faith in our own capabilities.”
Redefining success in leadership
Throughout our conversation, Manlulu-Garcia’s definition of success emerges as refreshingly distinct from industry standards. While she acknowledges the numerous awards adorning her office, her eyes truly light up when discussing her team’s achievements.
“Although I am genuinely honored to have received numerous awards and recognitions, I hope to be remembered as a woman who played a role in fostering change,” she says, her voice softening. “Creating equal opportunities for women, particularly in higher management positions—this is what would validate all my hard work and sacrifices in making a difference.”
Walking through the hotel corridors with Manlulu-Garcia reveals the true measure of her impact. Staff members greet her with genuine warmth rather than obligatory deference. She knows their names, asks about their families, and listens with authentic interest to their responses. The mutual respect is palpable—a living testament to her leadership philosophy.
The future of feminine leadership
Maria Manlulu-Garcia’s journey embodies how traditionally feminine qualities—empathy, nurturing, and emotional intelligence—can become transformative forces in corporate leadership. Far from conforming to masculine leadership stereotypes to succeed, she has instead leveraged her maternal instincts as powerful business tools.
As we conclude our interview, she shares a final reflection: “Leadership isn’t about power—it’s about empowerment. Just as a mother’s greatest pride comes from seeing her children thrive independently, my greatest satisfaction comes from watching my team members grow beyond what they thought possible for themselves.”
In an era where the business world increasingly recognizes the value of emotional intelligence and relationship-building, Manlulu-Garcia’s approach stands not as an alternative to traditional leadership but as its evolution. Her legacy isn’t just about being the first—it’s about ensuring she won’t be the last, nurturing a generation of leaders who understand that compassion and commercial success aren’t competing values but complementary strengths. As Women’s Month celebrations highlight female achievement worldwide, Maria Manlulu-Garcia reminds us that the most revolutionary act might be bringing our authentic selves—maternal instincts and all—to the leadership table.
