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Difference between leadership and management
Difference between leadership and management
Difference between leadership and management
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Differences between Management and Leadership CEO Gary Kelly has accomplished a great deal during his time with Southwest Airlines. He is quoted to have said that, “"Our people are our single greatest strength and most enduring long term competitive advantage,” (Southwest Airlines Co.). One of his greatest managerial accomplishments includes maintaining the company’s 45-year record of Reliability during his time as CEO. He proudly states that, “This year, we’re on track to hit our ontime performance target, and we continue to receive outstanding recognition for our world-class Customer Service. Our baggage-handling numbers are also some of the best we have ever seen, and I know you appreciate that we’re still the only airline who does not charge for your first or second checked bag!,” (Kelly, A Relentless Pusuit of Reliability). Southwest Airlines has branded themselves with the iconic LUV symbol, and their website clearly states that, “Over the ensuing years, our LUV has spread from coast to coast and border to border thanks to our hardworking Employees and their LUV for Customer Service, (Southwest Airlines Co.). This exhibits Kelly’s supreme dedication to employee respect …show more content…
One of the traits [he] ask of [his] People is to have… a Warrior Spirit. It’s that Warrior Spirit that drives [their] constant pursuit of improvement. [Their] People think and act like owners: They find creative solutions to challenging issues, are efficiency experts, and keep our costs low so [they] can pass on the savings to you in the form of low fares,” ( (Kelly, A Relentless Pusuit of Reliability). His greatest action as a leader is acknowledging his employees as the foundation of his business. Kelly has taken special care of his employees and ensures that they receive the recognition they deserve for their part in the
We have all heard the phrase, time is money, and for the airline industry this is literally true. Herb Kelleher knew that corporate management needed to be as unobtrusive as possible to allow for the quick turning of planes at the gate. He also realized that an open climate of communication, and decentralized day to day decision making, would motivate employees towards a shared goal of accomplishing this task. Employees viewed themselves as part of the team and by working together they would ultimately produce greater customer satisfaction and loyalty. At Southwest, employees experienced a high degree of work motivation, satisfaction, and performance as defined in McGregor’s theory Y. Employees at SWA were able to perform a variety of skills, and had a degree of au...
He plans to be innovative with new technology, and hopes that his employees will adapt well to the change. As a leader, he must now prove that he can be a strong leader to his employees of the deli and ski emporium. To be a successful leader and gain relationships with his staff he needs to understand his role as a leader and be a role model to those under him. As a leader he needs to build relationships with his employees using communication. He must find ways to motivate and empower his employees to make sure they maintain full potential. Joseph will look at all aspects of staff members like including cultural diversity. To work at highest performance possible and keep up the good satisfaction ratings from customers he will need to use the knowledge that George has of the Deli business to accomplish all of these things. Dunn knows that this expansion is not going to be easy, but with help from George and building successful relationships with employees he can become a stronger organization and make his dream come
Since 1987, when the Department of Transportation began tracking Customer Satisfaction statistics, Southwest has consistently led the entire airline industry with the lowest ratio of complaints per passengers boarded. Many airlines have tried to copy Southwest’s business model, and the Culture of Southwest is admired and emulated by corporations and organizations in all walks of life. Always the innovator, Southwest pioneered Senior Fares, a same-day air freight delivery service, and Ticketless Travel. Southwest led the way with the first airline web page—southwest.com, DING, the first-ever direct link to Customer’s computer desktops that delivers live updates on the hottest deals, and the first airline corporate blog, Nuts About Southwest. Our Share the Spirit community programs make Southwest the hometown airline of every city we serve.
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
By my courageous nature, I can give hope to my followers in any case and give them aspirations in wait for a better future. Tough times can also be faced with much resilience (Rath & Conchie, 2008). I can direct people towards achieving goals for the organization as well as personal goals. By providing stability team cohesion is improved towards the generation of better results. By this, I can influence the employees towards having a strategic mindset and focusing on the work as well as creating a peaceful work
Southwest is organized in a typical hierarchical structure, with employees reporting through a line of supervisors to the CEO himself. While most people will not interact with the CEO on a daily basis, technology allows all employees to keep abreast of the CEO's activities. At Southwest Airlines, only the Executive Vice Presidents, or top managers, actually report directly to the CEO. These individuals are responsible for making strategic decisions about the future of the organization. They make higher-level, general decisions about the directions Southwest will take in the future and the kinds of policies and procedures that should govern employees' conduct. In the early 1990s Colleen C. Barrett, Executive Vice President, set up a Company Culture Committee comprised of people from all over the organization.
According to the text, “Control is defined as any process that directs the activities of individuals toward achievement of organizational goals. It is how effective managers make sure things are going as planned (Bateman, pp 520, 2007).” The combination of these two concepts, leadership and control help formulate an ideology that becomes an integral part of the success or failure of any business entity. This paper will give Team D an opportunity to delve into Sears Holdings’ leadership and control mechanisms. The focal point of this paper will be to identify the current CEO of Sears Holdings, and gain insight on his background, i.e., training, education, and previous employment. To identify his style of leadership, evaluate the effectiveness of this leadership style based on Sears Holdings’ performance, and to explain the various control mechanisms used in the organization to determine the effectiveness.
There have been countless books, lectures, and and trainings, and retreats constructed around the idea of cultivating leadership in an individual. However, cultivating individuals’ ability to follow great leadership has received far less attention. Who are these people leading if each person within an organization is being trained to be a leader? The word follower has negative connotations, evoking the images of a weak, uncreative, milquetoast personality. However, Jimmy Collins, in his book, “Creative Followership: In the Shadow of Greatness”, suggests that the ability to be led brings as much creativity, consciousness, and indeed leadership to an organization or team as the leader himself. Great followership is a reflection of great leadership. In this, the follower is just as important as the leader in the relationship. Many great leaders have asserted that a leader with even a modicum of understanding of what drives their subordinates can take their organization to previously undreamt-of heights in creativity and productivity. Collins does not disabuse us of this notion, he does however add that the follower is indispensable agent in this interplay between leader and follower.
Presently many of us have learned that managers are primarily administrators who have learned to write business plans, utilize their resources and keep track of progress. We must learn that we are not limited by job title, and that means we can utilize our management skills in any position that we are in. We must also know that we can use our leadership skills in the same situations. On the other hand we have also learned that leaders are people who have an impact on those that surround them. The main difference that separates these two roles is that management is a function that must be utilized in any type of business, and leadership is the relationship that the leader has with his followers, which in turn can motivate and energize the organization.
The role of leadership can impact an organization performance in many ways. Excellent leadership can propel a company to the fortune five hundred list. For Example, Harpo Incorporated Oprah Winfrey’s company is a successful business that has made billions of dollars over the years. The business consists of several different entities such as the Oprah Show, Oprah Winfrey Network, and The Dr. Phil Show to name a few. This could not have been accomplished with a weak or uneducated leader. Many years ago I heard her give advice to the Williams Sisters. The a...
“I trust them as managers that they are not going to go over budget” (Hill, Doughty, 1999, p.12). One employee stated, “Taran did an excellent job involving all the different departments and allowing everyone to contribute ideas on how to make the launch successful” (Hill, Doughty, 1999, p. 4). Having employee involvement and holding them accountable to commitments, not only keeps a motivated team, but generates successful outcomes within the organization. Her staff knew that she was very consistent with follow up and challenging them to reach full potential. Harry Neuhaus, Vice President of advertising sales, explained how “she constantly challenged” him to propose short-term goals, that will impact the long-term outcomes (Hill, Doughty, 1999, p.11).
I. Introduction Southwest Airlines has come from an underdog to being one of the best airlines in the industry. This reputation translates from its strategic management of resources. The Co-founder and former CEO, Herb Kelleher, established a unique corporate culture that leads to high customer satisfaction, employees’ morale, and is one of the most profitable airlines in the industry (Jackson et al., 2012). Corporate culture concentrates on empowering the workforce. It shows through Southwest Airlines core values that “happy employees lead to happy customers, which create happy shareholders” (Jackson et al., 2012).
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
...acteristics she posses in order to build and lead teams within the nation's fourth largest employer operating worldwide with thousands and thousands of employees. Carranza was able to grasp the understanding of change as a continuous process to be implemented over a long period of time, which allowed her to facilitate the changes in each promotion she accepted along her career path with UPS. In conclusion, Carranza and most leaders of America plan strategically in order to guide their position to a successful future, and to avoid the risk of being overcome by the impact of changes that sometimes can be detrimental in some cases and helpful in other cases like Carranza. Carranza embraced the change and the ongoing process for several decades and those are the characteristics that led her to endures a critical role in her transformation process as a leader with UPS.
Employees from his department have complained about the rudeness and controlling attitude demonstrated on a daily basis, causing a high turnover rate. Jack’s leadership style has been described as “old school” while reflecting an “it’s my way or the highway attitude. Not only have the employees from his department made several complaints, however, his aggressive and controlling personality has affected several employees from outside of his department. He is known to be bossy and rude and does not like for others to contribute their ideas in any fashion. Employees have made complaints of being belittled by him and it has been reported that he speaks negatively about his staff with other