...C A S E S T U D Y / J E T B L U E / PA G E 1 JetBlue Bridges Leadership Gap with Comprehensive D evelopm ent Program for Cre wleaders MBTI® Instrument Used as a Program Foundation CASE STUDY AT A GLANCE BUSINESS OVERVIEW: JetBlue w as founded on the belief that there had to be a better w ay of doing business—a better w ay to approach air travel. They w ere right. JetBlue launched in 2000 and today enjoys the distinction of being nam ed B est Dom estic Airline by Condé Nast Traveler for five years in a ro w. CHALLENGE: JetBlue’s rapid gro w th created a leadership gap. They ne eded a program to help train and develop leaders w ho had be en hired or promoted even though they had little supervisory experience. SOLUTION: JetBlue created a developm ent program for all levels of cre wleaders. The program w as designed to help leaders becom e more effective w hile maintaining the spirit of the small, service-driven company that JetBlue had becom e kno w n for. As one of the program foundations, JetBlue imple m ented the Myers-Briggs Type Indicator® instrum ent. RESULTS: The leadership program has be en fully integrated into JetBlue’s culture, and cre wleaders no w understand ho w their behavior affects that culture. Culture is extre m ely important to JetBlue because it is w hat drives the custom er experience. F ounded in 2000, JetBlue Airw ays Corporation carved out a unique niche within the airline industry based on its promise to “...
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... J So c Sci, 36(3): 247-253 (2 013) A Proposed Leadership Competency Model for Effective Organizational Change Intervention Rein Coetzee¹, Jan Visagie¹ and Wilfred Ukpere² 1School of Human Resources Science, North-West University, Potchefstroom, South Africa 2Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg, South Africa KEYWO RDS Lea dership. Leadership Competencies. Leadership Models. Leadership in Change. Leading Cha nge. Organisational Success. Values and Culture ABSTR ACT There are still severa l myths arou nd lea dership in spite of the fact that it is one of the most topi cal iss u es i n mode rn or ga nis a tion s. T h e impo rta nc e the reof a nd c ontrib u tion s of lea de rship in hi gh pe rfo rm ing organisations can never be underestimated. Leaders play a n important role in an orga nisation as soci al architects by creating vision and strategic direction, building relationships, establishing culture and values and leading change. T his a rticle a ttempts t o a ddress specific requ irem ents, by referrin g to rele va nt lea d ership co mpeten cie s a nd providing more empowering views on the essence of leadership when dealing with organisational change issues. By referring to various models of leadership, empha ses ha ve been place on the evolution of cha nge leade rship. This article a lso attempts to provide a new framework...
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...Ins sights f from T Cla The arion In nstitut te Hori izon 1-2 2-3: A More C Compl lete Vie ew By B Jon Wheeler, Roy Maurer, a and the Par rtners of T The Clarion Group n Geoffrey Mo G oore, author of the boo Crossing r ok g the Chasm, recently wrote an article in the t w e Harvard Bu H usiness Review about a growth t h portfolio fra p amework cal lled Horizon 1-2-3 (H1n 2-3). The fra 2 amework, originally de o eveloped by y Mehrdad Ba M aghai, Step phen Coley, and David d White, esta W ablished a view that companies s that are su t uccessful in the long term have n e growth initi g iatives in th hree stages: Horizon 1, : , the mature slow growt businesses; Horizon t th n 2, 2 the emerging high growth businesses; and g d Horizon 3, t embryon ideas an pilots ofH the nic nd ten found in R&D. Moore asserts in the art n s ticle that h has obs t he served a t tendency of f companies, particularl technolo c ly ogy companies, to ta n ake promising H3 pr rojects and d launch them directly in H1 whe they ofl m nto ere ten are un t nsuccessful under the weight of f near-term fi n inancial pre essures and the need to o conform to the curren business model and c nt d organization norms. The Clarion Group has o nal T n s used the H u H1-2-3 framework with dozens of h f clients over the years, and we hav seen the c ve e phenomenon Moore describes o p n d occasionally. . However, using the H1-2-3 framework as a H H diagnostic, we have also seen ot d a ther trends s more freque m ently – tren...
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...Entrepreneurial Leadership Aminata Soumano Bus 508 Contemporary Business July 21, 2011 Professor Christopher B. Mcgrath Strayer University Abstract The major reflections of excellence in entrepreneurial organizations focus primarily on the care of customers, constant innovation, committed people, and managerial leadership. Those entrepreneurial activities also lead to competitive advantage, wealth creation and success. Case, Kouzes , Drucker Entrepreneurs achieve desired levels of excellence in the development of their organizations through different strategies. Former AOL CEO, and chairman Steve Case describes his successful entrepreneurship in three different parts: people, passion, and perseverance. Case believes that if you put those three parts in the right balance everything is possible, and if you do not, nothing is possible. Today’s entrepreneurs must invest in people and ideas that can change the world. Innovation is a risk worth taking and everything people create take some time to realize. Focus on putting the right people around the right priority is a recipe for success. However, James Kouzes in his book “rising to the leadership challenge”, stated that Leadership is not about position, it is about motivating people in five different scales. The first level of motivation is being a role model and setting examples. Second, a leader should enable people to act. He should focus on what a team or an individual needs in order to function...
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...Transformational Leadership and Change: How Leaders Influence Their Followers' Motivation Through Organizational Justice Carl Deschamps, researcher, Universite Libre de Bruxelles, and Solvay Brussels SchoolEconomics and Management, Brussels, Belgium; Natalie Rinfret, PhD, CRHA, professor, Ecole nationale d ‘administration publique, Chaire La Capitale en leadership dans le secteur public, Quebec, Canada; Marie Claude Lagace, researcher, Ecole nationale d'administration publique, Chaire La Capitale en leadership dans le secteur public; and Catherine Prive, researcher, CRHA, Alia Conseil Inc., Quebec, Canada E X E C U T I V E S U M M A R Y In the past decade, the reform of Quebec's healthcare establishments has resulted in a reduction in the number of institutions through mergers and closures. In this report, we investigate the consequences of reform by looking at managers' motiva tions and related mitigating factors. We examine the influence that transformational leaders have on their employees' motivation through organizational justice. Using a survey of 253 healthcare managers, we describe how the positive impact of transfor mational leadership on motivation is fully mediated via different aspects of organiza tional justice. The results indicate that while transformational leaders influence each type of organizational justice, followers' motivation is affected primarily by proce dural and interpersonal justice and little by distributive justice. ...
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...LEADERSHIP ANALYSIS OF INGVAR KAMPRAD ! !1/!11 Leadership Analysis of Ingvar Kamprad IKEA, founded in 1943 in Sweden. The IKEA Group has become the largest furniture household businesses in the world. It products including seat / sofa series, office supplies, bedroom series , kitchen series, about 10,000 products. IKEA has 31 stores in 38 countries, 16 stores in China. China has become one of the most important space of IKEA 's largest procurement market and business growth, playing a decisive role in IKEA 's global strategy. The CEO of IKEA, Ingvar Kamprad, one of the richest men in the world. He was born in Mar. 30, 1926 , a town in the south of Sweden. His father is a farmer. He had the rich life in his childhood. But he was interesting in riding a bicycle, selling the products to the neighbors.From this he can feel the happy of earning money. He was not only good at finding others needs but also good at promoting his products. In 1943, Kamprad established his own company, called IKEA. In my paper, I will comb how Ingvar Kamprad grew up in the business world and his leadership behaviors and traits. (Zuvela, 2013) Life Experience Childhood period Ingvar Kamprad was the first child in his family, when he was a little boy he had a strong talent in doing business. Such as his aunt helped him to buy 100 boxes match cost €88, then he sold them out by €2-€3 even if €5. So his profit margin is €1-€2. He was very excited about that. He also sold the fishes and...
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...HBR SPOTLIGHT Assets like leadership, talent, and speed are what produce superior market value. A capabilities audit can show you how you measure up-and how to build on your intangible strengths. Capitalizing on Capabilities by Dave Ulrich and Norm Smallwood they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you'll discover that few know or care. What people respect about the companies is not how they are structured or their specific approaches to management, but their capabilities an ability to innovate, for example, or to respond to changing customer needs. Such organizational capabilities, as we call them, are key intangible assets. You can't see or touch them, yet they can make all the difference in the world when it comes to market value. These capabilities - the collective skills, abilities, and expertise of an organization - are the outcome of investments in staffing, training, compensation, communication, and other human JUNE 2004 I F YOU ASK THEM WHICH COMPANIES resources areas. They represent the ways that people and resources are brought together to accomplish work. They form the identity and personality of the organization by defining what it is good at doing and, in the end, what it is. They are stable over time and more difficult for competitors to copy than capital market access, product strategy...
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...Leadership in Foreign Subsidiaries Abstract Background In 1993 the Swedish stock exchange opened up for foreign buyers. Since then, more and more Swedish companies have become foreign owned, which in turn means that more and more employees are getting foreign employers. The ongoing globalization process is indicating this trend will continue. The question is if the foreign investor will prioritize development in Sweden or if the research and development departments will be moved out from Sweden. A common effect of foreign acquisitions of Swedish companies has been the move of head offices out from Sweden, which can cause Sweden to lose competences in how to lead a large organization. Moreover, most foreign owned companies are controlled by a foreign com-pany or investor from any of the countries Norway, the USA, United Kingdom or Denmark. Purpose The purpose of this study is, from a management perspective, to investigate and discuss if and how a manager’s role and leadership style is influenced by having a foreign owner. As a part of the discussion the study will also examine which impact a foreign owner has on a Swedish subsidiary accord-ing to its leader. Method To accomplish the purpose of the study a qualitative approach has been applied. Telephone interviews of a semi structured character have been conducted with six managers with leading positions within middle-sized and large-sized companies. Conclusion Foreign owned subsidiaries tend...
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...Future Trends in Leadership Development By Nick Petrie Issued December 2011 CONTENTS 3 3 5 6 7 10 29 30 32 About the Author Experts Consulted during This Study About This Project Executive Summary Section 1 – The Challenge of Our Current Situation Section 2 – Future Trends for Leadership Development Bibliography References Appendix About the author Nick Petrie is a Senior Faculty member with the Center for Creative Leadership’s Colorado Springs campus. He is a member of the faculty for the Leadership Development Program (LDP)® and the Legal sector. Nick is from New Zealand and has significant international experience having spent ten years living and working in Japan, Spain, Scotland, Ireland, Norway and Dubai. Before joining CCL, he ran his own consulting company and spent the last several years developing and implementing customized leadership programs for senior leaders around the world. Nick holds a master’s degree from Harvard University and undergraduate degrees in business administration and physical education from Otago University in New Zealand. Before beginning his business career, he was a professional rugby player and coach for seven years. Experts consulted during this study I wish to thank the following experts who contributed their time and thinking to this report in order to make it stronger. I also relieve them of any liability for its weaknesses, for which I am fully responsible. Thanks all. Bill Torbert, Professor Emeritus of Leadership at the Carroll...
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...Future Trends in Leadership Development By Nick Petrie Issued December 2011 CONTENTS 3 3 5 6 7 10 29 30 32 About the Author Experts Consulted during This Study About This Project Executive Summary Section 1 – The Challenge of Our Current Situation Section 2 – Future Trends for Leadership Development Bibliography References Appendix About the author Nick Petrie is a Senior Faculty member with the Center for Creative Leadership’s Colorado Springs campus. He is a member of the faculty for the Leadership Development Program (LDP)® and the Legal sector. Nick is from New Zealand and has significant international experience having spent ten years living and working in Japan, Spain, Scotland, Ireland, Norway and Dubai. Before joining CCL, he ran his own consulting company and spent the last several years developing and implementing customized leadership programs for senior leaders around the world. Nick holds a master’s degree from Harvard University and undergraduate degrees in business administration and physical education from Otago University in New Zealand. Before beginning his business career, he was a professional rugby player and coach for seven years. Experts consulted during this study I wish to thank the following experts who contributed their time and thinking to this report in order to make it stronger. I also relieve them of any liability for its weaknesses, for which I am fully responsible. Thanks all. Bill Torbert, Professor Emeritus of Leadership at the Carroll...
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...The Moral Compass Leadership for a Free World Lindsay J Thompson Leadership Ethics Course Manual ~ © 2005 Lindsay J Thompson ~ All rights reserved 2 THE MORAL COMPASS Leadership for a Free World Table of Contents introduction page 5 core learning page 9 the leadership labyrinth page 11 the m oral com pass page 27 values and global value creation page 73 corporate citizenship page 93 bibliography page 109 the case lab page 113 Leadership Ethics Course Manual ~ © 2005 Lindsay J Thompson ~ All rights reserved 3 Leadership Ethics Course Manual ~ © 2005 Lindsay J Thompson ~ All rights reserved 4 introduction Moral Leadership for a Free World If you read a newspaper this morning, you almost surely read something related to morality, leadership, and freedom. From international relations to neighborhood and family life, concerns about leadership ethics and human welfare are the focus of news, political movements, and civic initiatives. Emotionally engaging terms like “moral leadership,” “the free world” and “human freedom” are often used in the media without much explanation or clarification. Momentous decisions are made and life choices established in the name of values attached to these and similar terms. What do we really mean by “moral leadership,” or “freedom?” If two people use these terms in a conversation, do they explicitly share a common understanding of them or just assume common ground? For instance...
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...RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities...
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...change leaders.” —Darlene Meister, director, Unified Change Management, United States House of Representatives “Entering the offices recently of a highly respected Fortune 500 company, I was stunned by the enormity of change they were facing and at the same time how ill-equipped they were to deal with the challenges that lay ahead of them. They had little capacity to lead and manage the change required. And, of course, consulting firms were swarming all over them. Th ey needed this book by the Andersons to help them. In fact, Chapter Five alone on building organizational capability is worth the price of the book.” —W. Warner Burke, Ph.D., Edward Lee Thorndike Professor of Psychology and Education; chair, Department of Organization and Leadership; program coordinator, Graduate Programs in Social-Organizational Psychology, Teachers College, Columbia University “Beyond Change Management is a must-read for today’s C-Suite executives and those who lead organizational change. Change is a fact of life in all successful businesses. Based on this breakthrough construct, we now view our approach to transformational change as a strategic advantage. It is a way of thinking and organizing each critical systemwide initiative for our healthcare system.” —Alan Yordy, president and chief mission officer, PeaceHealth “While the first editions were excellent to begin with, these enhanced second editions of Beyond Change Management and The Change Leader’s Roadmap are even better with age. The additional...
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...Participative Leadership: Strengths and Weaknesses The simple act of making decisions is an essential task leaders must perform effectively to succeed. Behavioral theories of leadership focus on how leaders approach a situation and whether they dictate orders or involve others to encourage support. Research into decision-making behavior has identified three broad categories of leaders: autocratic, democratic, and laissez-faire (Changing Minds, 2011). This paper will focus on these behavioral theories of leadership, primarily concentrating on participative leadership. An autocratic leader tells employees what to do and how to do it. On the opposite extreme, a laissez-faire leader allows employees to make their own decisions with little leader involvement. In the middle lies participative leadership where the leader includes employees in the decision-making process and lets them take part in determining what to do and how to do it (Big Dog & Little Dog's Performance Juxtaposition, 2010) . My preferred leadership style is participative leadership, confirmed by a 30-item leadership style self-assessment focused on leadership style beliefs (Big Dog & Little Dog's Performance Juxtaposition, 2010). I identify least with a laissez-faire leadership style as my organization expects leaders to be more intimately involved in most matters. In addition, I feel the need to be involved and am not comfortable completely relinquishing control, at least for important matters. I strongly...
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...Ford Motor Company Alan Mulally, CEO, Ford Motor Company Kwatila Ghanyen Prof. Mike Petty BUS 520: Leadership and Organizational Behavior Strayer University Wednesday November 16, 2011 Alan Mulally, CEO, Ford Motor Company Allan Roger Mulally is the present Chief Executive Officer of Ford Motor Company. Ford has been struggling to survive since the 2000s but has regained tremendous profitability under the leadership of Mulally. In this paper, we shall discuss the role of leadership and how it can impact organizational performance, Mulally’s leadership style at Ford and how goal setting has helped Ford improve performance. Ws shall also assess Mullaly on each element in communication openness and the effectiveness of his leadership style and conclude by making recommendations on whether Mullaly should continue with his leadership style or use a different style. The Role of Leadership and How it Can Impact Organizational Performance Leadership is very vital to any organization or business; it guides people towards productive results and aims at achieving the goals of an organization. An effective leader is able to motivate and influence followers when there is a proper alignment between the leader and subordinate. Leadership has been recognized as a major factor in project success and charismatic transformational leadership has a substantially positive effect on organizational performance. (Huang, Hsu & Chiau, 2011) Leaders induce change in organizations through...
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