Leaders-Followers Relationships in South-West Airlines - Essay Example

? Case study: South West Airlines Introduction One of the key challenges that firms have to face in the international market is the standardization of their performance. Moreover, the increase of competition, both locally and internationally, leads often to the need for continuous growth, a target that it is quite difficult to be achieved. Firms that have managed to incorporate innovative strategies tend to be more capable of facing market pressures and keep their profit margin at high levels. At the same time, the value of communication, as a tool for enhancing organizational performance, has been proved to be high. In fact, the improvement of communication within organizations has been found to contribute in the increase of employee performance, a fact that positively affects the performance of the organization. Such case exists in South West Airlines. The success of the firm in its market has been impressive. This success has been related to a particular aspect of organizational culture: the use of fun by employees when developing daily tasks. Humour, as a tool of communication, has not been quite popular in modern businesses, probably under the fear of its potential acceptance in the workplace, both by employees and by customers. The CEO of SWA proved that such approach can be quite successful at the level that it is incorporated in the culture of the organization and it is not used just for achieving temporary benefits. Fun, as a communication approach in SWA, has reflected the potentials of emotional intelligence (EI) for enhancing organizational performance. The review of the literature published in this field has proved that not all leaders are able of managing effectively emotional intelligence; rather, specific leadership styles, such as authentic leadership style and servant leadership style indicate the ability of leaders to use EI for inspiring and motivating their followers. 1. What are the key components of the relationship between leaders and followers in South West Airlines? In order to understand the relationship between leaders and followers in SW Airlines it would be necessary to refer primarily to the common elements of such relationship, as described in the existing literature. Particular reference should be made to emotional intelligence, a strategy that is often used so that leadership practices become more effective. At a first level, emotions have been found to be closely related to leadership (Stough, Saklofske & Parker 2009). Indeed, it has been proved that ‘the emotional skills of a leader can highly affect his leadership’ (Stough, Saklofske & Parker 2009, p.177). It has been also found that emotional intelligence can ‘contribute in effective leadership and transformational leadership’ (George 2000, Megerian & Sosik 1996, cited in Stough, Saklofske & Parker 2009, p.177). It should be noted that emotional intelligence has been related to specific characteristics of human behaviour, such as ‘enthusiasm, motivation and effective commitment’ (Stough, Saklofske & Parker 2009, p.171). According to Emmerling, Shanwal & Mandal (2008) the development of emotional intelligence, as a framework, has become necessary since there has been no similar framework for explaining the different ways that employees use when managing emotions (Emmerling, Shanwal & Mandal 2008, p.72). The definition of emotional intelligence, as developed by Mayer and Salovey in 1997 reflects the role of emotional intelligence in the workplace. According to Mayer and Salovey (1997) emotional intelligence can be described as ‘a group of mental abilities’ (Mayer and Salovey 1997, cited in Emmerling, Shanwal & Mandal 2008, p.72). In general, emotional intelligence is related to the management of emotions in such way that particular benefits are achieved. The effectiveness of emotional intelligence in the workplace has been verified through a series of empirical studies (Stough, Saklofske & Parker 2009, p.177). Stevens (2011) notes that ‘employees tend to stay with leaders who can manage emotions’ (Stevens 2011, p.6); this fact indicates the value of emotions in communication; particular reference is made to the communication between the leader and his followers. When referring to emotional intelligence as part of leadership particular emphasis should be given to the following fact: emotional intelligence can be used for reflecting all leadership skills (Marshall 2010). The concept of emotional intelligence has been introduced in the business literature by Goleman (Marshall 2010, p.32). Moreover, Goleman, Boyatzis & McKee, in 2002, first presented the potential categorization of EI into four domains (Marshall 2010, p.32). More specifically, for securing the potential of EI to respond to the needs of leadership, four main domains of EI have been developed: ‘self-awareness, self-management, social-awareness and relationship management’ (Goleman, Boyatzis & McKee (2002), in Marshall 2010, p.32). It should be noted that EI cannot be promoted unless leader is able and willing to develop certain behavioural characteristics. This issue is discussed in the study of Marshall (2010) where certain characteristics of leader’s behaviour that are aligned with the rules of EI are presented: ‘empathic listening to the viewpoints of others, ability to inspire passion and to develop trust to others’ (Marshall 2010, p.32). It is implied that not all leaders are able to promote EI across their organization. Towards this direction Rothstein (2010) has noted that emotional intelligence is related to specific leadership types. Reference is made primarily to charismatic leaders, as those individuals who are most capable of promoting emotional intelligence (Rothstein 2010, p.160). Moreover, it is made clear that leaders who can promote EI tend to have a series of characteristics, especially ‘the ability to communicate and to regulate emotions’ (Rothstein 2010, p.161). The phrase ‘regulate emotions’ (Rothstein 2010, p.161) incorporates a series of skills, referring especially to the understanding and the expressing of emotions (Rothstein 2010, p.161). On the other hand, Packard (2008) supports that EI can be partially independent from personality and the cognitive ability of leaders. This means that even if a leader is not able to promote EI in the first instance, he can learn the methods for supporting this strategy (Packard 2008). This view sets the following issue: EI may be more relevant to specific types of leadership, such as the transformational leadership (Packard 2008). Charismatic leaders may be capable of promoting EI or they may become, gradually, capable of using EI for increase the effectiveness of their leadership (Packard 2008). Using the information provided above, the relationship between leaders and followers in SWA could be evaluated as follows: in SWA the relationship between leaders and followers is based on excellent communication. Moreover, employees at all levels are urged to express their feelings making workplace more familiar both for them and for customers. Using fun as a tool of communication can be considered as a unique characteristic of SWA’s corporate culture. Indeed, in SWA employees are suggested to use humour when communicating with customers but also with other employees. This practice has helped employees to control stress and to perform more effectively, a fact that has significantly contributed in high employee performance, as noted in the case study. It is also explained that the firm’s leader encourages employees to express their feelings not just towards customers but also towards him. Reference is made, as an example, to the negotiation practices held in SWA in regard to the identification of the rights of employees. Surveys across the organization are used before any negotiation with the leader so that all critical problems of employees are identified and appropriately addressed. Kelleher, the President and CEO of SWA, is proved to be quite capable of promoting EI. Indeed, he seems to listen to the views of others and to understand their emotions so that no misunderstandings or conflicts are developed in the workplace. From this point of view, Kelleher can be characterized as a charismatic leader emphasizing on the communication with his followers. After reviewing the history of Kelleher in the industry, as described briefly in the case study, the following assumptions can be made: Kelleher has all the characteristics of a successful leader. The trait theory of leadership promotes the idea that certain leadership characteristics are ‘traits that are inherited’ (Northouse 2011, p.3); the above theory could be used for explaining the quality of Kelleher as a leader. According to Northouse intelligence can be considered as one of the most important traits of successful leaders (Northouse 2011, p.28); Kelleher, who is highly capable of promoting emotional intelligence, clearly has the particular trait (Northouse 2011, p.28). As indicated in the case study, the relationship between Kelleher, as a leader, and his followers is highly based on emotional intelligence, at the level that Kelleher emphasizes on the excessive use of emotions in the workplace. Moreover, in SWA employees seem to be quite satisfied, mostly because they are given the chance to express their feelings, a fact that keeps employee performance high. Thus, the key reason that the relationship between Kelleher and his followers is successful is highly related to the fact that Kelleher is highly capable of promoting EI not only as part of the firm’s plans but also as an element of the corporate culture. 2. Critically examine the ways in which SWA's leadership have impacted on the organisation's improved performance. According to the issues discussed above, the promotion of EI, as supported by Kelleher, has highly contributed in the stabilization of employee performance at high levels. At this point the following issue would be examined: how the leadership style of Kelleher has helped in the increase of organization’s performance? The leadership style of Kelleher would be primarily reviewed so that its relationship to the firm’s performance to be identified. In the case study, emphasis is given to the ability of Kelleher to motivate employees by supporting the expressing of emotions and communication. In this way, employees are given the chance to take initiatives and state their concerns in regard to critical organizational issues, such as their employee rights. Based on the above, the leadership style of Kelleher meets the requirements of two different leadership styles: a) transactional leadership, at the level that employees are motivated by given the chance to have a critical role in their employee rights and by being allowed to express their emotions in the workplace (Rumsey 2013, p.393); b) transformational leadership; employees can express their needs which are respected by the leader (Rumsey 2013, p.393). In this way, the relationship between the leader and its followers is based not only on exchange, meaning the rewarding according to performance, but, mostly, on understanding. The above two leadership styles have been incorporated in an integrate leadership style, authentic leadership (Rumsey 2013, p.393), which is the leadership style of Kelleher. In addition, the leadership style of Kelleher meets the requirements of servant leadership style that is based on the following idea: followers are given the chance ‘to participate in the achievement of organizational goals’ (Lussier & Achua 2009, p.356). Moreover, the servant leadership theory promotes the view that instead of emphasizing on directing others, leaders should try to inspire others and, even, to serve others (Lussier & Achua 2009). In this context, the servant leadership style may be considered as opposed, even partially, to the transformational leadership style, as described above. However, such assumption would not be justified because of the following fact: a leader can manage to inspire others not necessarily by giving to them directions as to what rules they would follow in the workplace. In fact, such practice would be opposed to the effort of leader to inspire his followers. Rather, a leader could inspire others mainly by giving them an example of how they would behave as members of the organization. Serving employees would be included in the above effort. The term ‘serving’, as mentioned above would include various activities, such as listening to the views of employees in regard to their daily tasks and ensure that employees’ needs will be covered. By using the particular leadership styles, i.e. the authentic leadership and the servant leadership, Kelleher has highly contributed in the development of organizational performance. Indeed, the goals of an organization can be achieved only under the terms that are supported by employees (Storey 2003). In SWA such trend is verified through the following facts: across the workplace communication is excellent, the firm’s leader is highly capable of managing emotions and employees are given the chance to participate in all critical organizational decisions. Conclusion Leadership has been traditionally one of the criteria for evaluating the success of organizations. In the case of SWA this practice seems to be verified. Indeed, in SWA organizational success has been highly depended on the decisions of the leader. Kelleher, the firm’s CEO, has proved that EI can be quite valuable for modern organizations, not just as a theoretical framework but rather as a daily practice. Still, the literature shows that the effective promotion of EI in the workplace requires a particular leadership style. The review of the practices of Kelleher, the CEO of SWA, showed that the above leader has a unique characteristic: he has all qualities of authentic leader and of servant leader. This means that he is able not only to inspire his followers but he is also able to make employees to feel as members of the organization. Under current market conditions the above qualities are quite important. As Varghese (2008) noted, in modern business environment the traditional relationship between leaders and followers is no more adequate for enhancing business performance. A new leadership style, combining a high range of qualities, is required (Varghese 2008). The CEO of SWA can respond to current market demands in terms of leadership. Ordering employees, a practice commonly used worldwide, cannot be an effective practice in achieving long term growth. Promoting EI and communication in the workplace can significantly help for achieving the above target, as shows the case of SWA. References Emmerling, R., Shanwal, V. & Mandal, M. (2008). Emotional Intelligence: Theoretical and Cultural Perspectives. New York: Nova Publishers. Lussier, R. & Achua, C. (2009). Leadership: Theory, Application, & Skill Development. Belmont: Cengage Learning. Marshall, E. (2010). Transformational Leadership in Nursing: From Expert Clinician to Influential Leader. New York: Springer Publishing Company. Northouse, P. (2011). Introduction to Leadership: Concepts and Practice. London: SAGE. Packard, J. (2008). Analyzing the Intersection of Leadership Practices, Emotional Intelligence, and Coping Responses in Women-owned Small Businesses. London: ProQuest. Rothstein, M. (2010). Self-Management and Leadership Development. Cheltenham: Edward Elgar Publishing. Rumsey, M. (2013). The Oxford Handbook of Leadership. Oxford: Oxford University Press. Stevens, W. (2011). Emotional Intelligence As a leadership Strategy to Make Leaders Great. Norderstedt: GRIN Verlag. Storey, J. (2003). Leadership in Organizations: Current Issues and Key Trends. London: Routledge. Stough, C., Saklofske, D. & Parker, J. (2009). Assessing Emotional Intelligence: Theory, Research, and Applications. New York: Springer. Varghese, S. (2008) Embracing an open leadership style. The Economic Times. May 30, 2008. Available at http://economictimes.indiatimes.com/features/corporate-dossier/embracing-an-open-leadership-style/articleshow/3084589.cms Read More