Singapore Airlines Limited (SIA) - Assignment Example

Singapore Airlines Limited (SIA) Introduction Singapore Airlines Limited (SIA) is an international airline operator based in Singapore. The company is renowned worldwide for its classy flight services and unwavering financial success in the aviation industry. SIA was founded in 1947 following the incorporation of Malayan Airways Limited, but the company began independent operations in 1972 when the parent company dissolved to form the Malaysian Airlines System and Singapore Airlines (Securities Investors Association (Singapore) [SIAS] 2006). Since then the company has achieved tremendous success bagging innumerable accolades such as: best airline, best cabin crew service, best business class, best for business travelers, best air cargo carrier, best in- flight food and even best for punctuality and safety (Singapore Airlines 2013). The company also owns several subsidiary companies which are involved in aircraft maintenance and regional freight and flight services handling. The subsidiary companies include: SilkAir, Singapore Airlines Cargo and SIA Engineering Company (Singapore Airlines 2013). SIA is run by a team of professional executives led by the CEO, Mr. Choon Phong Goh and an equally competent board of directors (Singapore Airlines 2013). Leadership SIA is managed by a board of directors and a team of senior executives in its various departments. The board of directors is mainly involved in decision making while the senior executives play an active role in the implementation of the company’s engagements. This means that the senior executives in various departments handle the leadership roles of the company. The highest ranking executive board member is, Mr. Choon Phong Goh, the CEO; he is assisted by several senior executives from the company’s internal management operations and also from the company’s subsidiaries in the executive (Singapore Airlines 2013). The company implements a hybrid leadership structure combining hierarchical leadership and decentralization. This means that although decisions are made at the topmost level of the company, the CEO delegates most of the implementation roles to the company’s departmental heads who then report back to the CEO. The Chief Executive Officer This is the senior-most leader in SIA; he has worked for the company in various management positions since 1990 (Singapore Airlines 2011). Mr. Goh was chosen to lead the company at the start of 2011. He has a lot of management and leadership skills and experience having headed various dockets in the company including: Senior Vice President Commercial Technology, Executive Vice President Marketing, Senior Vice President Finance and Senior Vice President IT (Singapore Airlines 2013). He holds three Bachelor of Science degrees from Massachusetts Institute of Technology and a Master of Science degree in Computer Science & Electrical Engineering (Singapore Airlines 2011). Mr. Goh has made several changes in the company including restructuring its management structure after his appointment (Singapore Airlines 2011). Mr. Goh also attends board meetings as a member hence he is also involved in the company’s decision making. Mr. Goh presents a charismatic leader with a wealth of knowledge and experience and who bears a vision of change to complement his leadership style (Singapore Airlines 2011). He reflects the overall leadership style and ideologies of the company considering that he is involved in both the decision making process and in its implementation. The CEO has a 16 member executive team who manages and runs various departments and report directly to him. They include: Senior and Executive Vice Presidents Senior vice presidents are responsible for various functional departments in the company; they report to the CEO and are included in the executive committee which facilitates SIA’s operations. They include: Senior Vice President of Finance, Executive Vice President of Human Resources & Operations , Senior Vice President of Finance, Senior Vice President of Human Resources, Senior Vice President of Corporate Planning, Senior Vice President of Marketing Planning, Senior Vice President of Engineering, Senior Vice President of Information Technology, Senior Vice President of Product and Services, Senior Vice President of Cabin Crew, Senior Vice President of Line Maintenance & IT and Senior Vice President of Flight Operations (Businessweek 2014). Chief Executive Officers These are heads of SIA’s subsidiaries and they are also included the executive committee. They include: Chief Executive Officer of SIA Engineering Company Ltd, President of SIA Engineering Company Ltd, Chief Executive of Silkair (Singapore) Private Limited, Chief Executive Officer of Scoot Pte Ltd and President of Singapore Airlines Cargo Pte Ltd (Businessweek 2014). This is the leadership composition of SIA and all these executives are guided and monitored by the CEO, Mr. Goh. SIA Leadership Style SIA has had a transformational leadership style since its inception and this is the main reason for the company’s unrivalled success in the airline industry. According to Barling, Slater and Kelloway (2000, p.160), transformation leadership refers to a leadership approach that causes positive change in the workforce and in the overall operation of an organization. The company has cultivated a culture of change and transformation in its workers, operations and even in the entire airline industry. This is why the company was the first to implement most of the luxury changes in its airline while its competitors were still skeptical of the endeavor (Wirtz & Johnston 2003, p. 12). In order to boost its transformation leadership style, the company appointed a Corporate Transformation Director, Mr. Hsieh Tsun-yan in 2012 (Singapore Airlines 2013). This leadership style is evident in the operations of its former CEOs and also in the current CEO (Conger & Benjamin 1999, p. 278). Transformation Leadership in SIA: Evaluation Since it started its independent operations in 1972 SIA has achieved unparalleled success in its various operations in the airline industry considering its humble origins (Conger & Benjamin 1999, p. 278). The company is ranked among the top airlines in the world competing with companies from developed countries. The company’s success story is based on the company’s transformation leadership style. Transformation leadership is based on four doctrines which can be evaluated to ascertain whether they fit in the company’s method of operation (Bass 1991, p. 23). Individual Consideration This refers to a leadership policy that involves relating with the leader’s subjects or followers and discovering their needs and concerns. Transformational leadership involves changing the workforce and extends even to the society (Bass 1991, p. 24). Currently, SIA has one of the most competent and effective staff in the world in all its operations (Wirtz & Johnston 2003, p. 12;). This has been achieved by a comprehensive and effective staff recruitment and retention policy that emphasizes on understanding employees and hence sustaining their needs in order to optimize their productivity. Intellectual Stimulation This refers to the process through which a leader challenges and encourages his followers to become more innovative and creative by soliciting their ideas and challenging their assumptions. The leader cultivates a culture of acquiring professional and intellectual skills through creative thinking in a crisis moment (Bass 1991, p. 22). This enhances a dynamic environment for the organization’s staff to probe for better ways to improve their productivity (Wirtz, Heracleous & Pangarkar 2008, p. 14). This scenario is reflected in SIA’s staff operations, where the leaders adopted changes in the company’s operations such as in-flight entertainment, and expected the staff to adapt to these changes effectively (Wirtz & Johnston 2003, p. 15). Inspirational Motivation This is one of the key pillars of transformational leadership and it involves a leader presenting a vision in an appealing manner to inspire his followers. Inspiration and motivation require a leader to challenge his staff to maintain high working standards in order to realize optimistic future objectives. This has been the practice in SIA and it ensures that workers feel motivated (Wirtz & Johnston 2003, p. 14; Wirtz, Heracleous & Pangarkar 2008, p. 12). This is because their leaders instill a sense of purpose and commitment in them. Idealized Influence This is the main role of the leader in transformational leadership and it requires that the leader presents himself as a role model to his followers by maintaining and practicing high ethical and professional standards (Bass 1991, p. 23). According to Bass (1991, p. 22), this will earn the leader trust and respect from his followers and it will also challenge them to reach his level. This is the case in SIA where all leaders are appointed after a rigorous selection process to ensure they have optimal professional and ethical values (Wirtz, Heracleous & Pangarkar 2008, p. 10). Current Transformational Leadership in SIA The leadership style of SIA is reflected in the leadership approach adopted by the CEO. This is because the CEO oversees the day to day activities of the company (Wirtz, Heracleous & Pangarkar 2008, p. 6). The departmental executives implement the CEO’s guidelines on all matters that affect company operations and management. The current CEO is no exception to transformational leadership, because despite the company’s high achievements, he is still implementing change to further improve the company’s operations. This is supported by his vision of change and his activities since his appointment in 2011 (Singapore Airlines 2011). Mr. Goh has had an impressionable influence in the running of SIA since his appointment. Following his appointment he implemented key changes in the executive structure of the company. He consolidated related departments to form block managements units in a bid to increase the company’s speed in its pursuit for new opportunities and challenges (Singapore Airlines 2011). By consolidating these departments, he aimed he reduced the number of managers who would report to him in a bid to garner individual consideration. Mr. Goh appears to be a practical manager who leads by engaging actively in the operations of the company, this generates motivational inspiration. There was some skepticism following Mr. Goh’s appointment due to his relatively young age compared to his predecessor who was well advanced in years. Mr. Goh’s past activities as a leader portray him as a role model, motivator and a team player in his past management dockets. He announced that his vision was to change the company in order to handle competition and other challenges facing the airline industry (Singapore Airlines 2011). SIA transformational leadership is not lost on him; he is bound to continue to boost the company’s position as a global transformation force. Strengths and Weaknesses of Transformation Leadership In SIA Transformational leadership has had a huge impact in the operations of SIA. This leadership style is among the best and benefits a company in many ways (Bass 1991, p. 26). However, there are some aspects of this style that limit the company in some ways. Although the strengths outweigh the weaknesses, it would be unrealistic to ignore them. Transformation Leadership and SIA Motivation: Strengths and Weaknesses One of the main strengths of transformational leadership is motivation. Transformation leaders motivate their staff in various ways as portrayed by SIA leadership: The first way that leaders motivate staff in transformation leadership is through individualized consideration. This is practiced by the leaders in SIA where the human resource policy delegates the responsibility of an individual worker on his or her immediate supervisor (Barling, Slater & Kelloway 2000, p.157). This hierarchical obligation continues to the top of the management chain. This means that even the most junior staff has his or her needs considered by their respective supervisor. This practice sustains a favorable working environment and motivates the workers to work hard to reciprocate the care and attention afforded to them. According to Barling, Slaterand Kelloway (2000, p.158), the other strength of this style is when a leader effects intellectual stimulation. The staff is challenged to handle a certain situation, and the fact that the leader believes and trusts in the staff member invokes motivation in the person to conquer the situation. SIA has pioneered many changes in the airline industry. Although they offer staff training, most of these changes require the staff to adapt and innovate in order to manage working with them (Wirtz, Heracleous & Pangarkar 2008, p. 9). The driving force is that the leaders trust that the workers are competent enough to manage and this motivates them. The other motivation strength is through actual motivation inspiration. Leaders use articulate vision statements in order to convince and inspire the staff that they are achievable. Barling, Slater and Kelloway (2000, p.160) suggest that they create a mood of optimism within the organization and enhance purpose and meaning in the task or duty assigned. The SIA vision articulates excellence and goes on to extend the sphere of influence to a global level. This vision has inspired and motivated workers in the company because it first uplifts their level of operation, and then challenges them to maintain that status. Finally, this leadership style motivates staff through the leaders themselves. The leaders present themselves through idealized influence by acting as exemplary models both ethically and professionally. SIA leadership is composed of role models that inspire and motivate staff to work hard in order to attain their status (Wirtz, Heracleous & Pangarkar 2008, p. 8). According to Barling, Slater and Kelloway (2000, p.160), one weakness of transformational leadership in motivation is that SIA company’s operations are very reliant on the leader. This can be detrimental if the leader portrays some flaws because the rest of the staff will follow suit. This style of leadership can also lead to mistreatment or exploitation of workers where leaders take advantage of the psychological drive they exert on workers to achieve their objectives (Barling, Slater & Kelloway 2000, p.161). The SIA had a series of in-fights between staff and management and this can be partially attributed leaders exploiting this weakness. Transformation Leadership and SIA Team’s Dynamics: Strengths and Weaknesses Team dynamics are the patterns or structures that emerge as groups grow or develop. There are several issues that affected by team dynamics including: team size, team objectives, team norms, a status within the team, group cohesiveness and group roles (Jung & Sosik 2002, p. 318). According to Jung and Sosik (2002, p. 314), the first strength of transformational leadership is that it promotes and influences positive team dynamism. Transformational leadership develops a culture around a leader which steers the rest of the team (Jung & Sosik 2002, p. 315). This trend promotes all the factors that affect team dynamics. In SIA, transformational leadership has sustained departmental teams which combine to form the overall SIA team. Through motivation, transformation leadership promotes team dynamism (Jung & Sosik 2002, p. 321). This leadership styles defines the team’s objectives and roles which are achieved by motivated team members. SIA’s individual teams acknowledge their roles and objectives and this is the main reason for the company‘s success (Wirtz, Heracleous & Pangarkar 2008, p. 10). Idealized influence by transformational leaders challenge team members to be of high moral and professional behavior (Jung & Sosik 2002, p. 324). This yearning sustains team cohesiveness as team members support each other to achieve the desired objectives. This inspiration has been instrumental in bonding SIA staff who perceive each other as team players hence promotes the company’s workforce cohesiveness. One weakness of transformational leadership in team dynamics is that as teams grow, they require more authoritative or autocratic leadership to define their attributes (Jung & Sosik 2002, p. 328). Transformational leadership is partially charismatic and hence this can lead to team disintegration and hence ineffectiveness in team dynamics. Another weakness is that this style appears to promote individual skills. This is reflected in its influential paradigms which promote an individual’s excellence based on his level of motivation and other personal factors (Jung & Sosik 2002, p. 334). This is the criterion which is used to choose leaders in SIA and it creates a competitive atmosphere among employees. This inhibits team dynamics and may foster animosity among staff. Finally, transformational leadership promotes autonomy in organizations especially those that implement decentralized management structures. SIA is an example of such an organization where interdepartmental teams work closely although they fail to merge on an organizational level. According to Wirtz, Heracleous and Pangarkar (2008, p. 12), this complexity has been alleviated by the introduction of cross-functional training of staff so that the whole organization can have similar team dynamics. Transformation Leadership and SIA Planning and Management: Strengths and Weaknesses A major strength of transformational leadership is in organizational planning and management. Transformational leadership instills energy, commitment, vision and excitement in the staff and this makes it easy for leaders to plan and manage organizational operations. SIA staff view their professional obligations and responsibilities as a cause to realize the vision articulated by their leaders (Wirtz, Heracleous & Pangarkar 2008, p. 13). Therefore they do not require stringent supervision to perform but rather guidance and mentoring. They adopt new roles, responsibilities and attitudes without cajoling and these accounts for their high levels of efficiency (Barling, Slater & Kelloway 2000, p.157). Transformation leadership followers strive to reach the idealized levels of their leaders they require little management. The leaders only need to plan their roles and outline them and the followers strive to outdo each other in a highly competitive mode. The SIA staff recruitment process is very competitive because all eligible applicants bear the ideology that SIA is a place of excellence (Wirtz & Johnston 2003, p. 11). This ensures high commitment and competence among workers. This trend is also rife among staff seeking promotions. One weakness of transformation leadership in planning and management is that the effect of this leadership style on staff is short-lived (Bass 1991, p. 22). Transformational leadership is weak in realizing long term planning and management of staff activities because this requires discipline. Finally, transformational leadership exhibits an informal planning and management structure (Pawar & Eastman 1997, p. 87). The leaders must eventually settle down to realistic budgets and other non-appealing management tools which will wear down the enthusiasm of staff. This is reflected in the staff disputes that rocked SIA as workers started to feel the effects of realistic planning and management. Transformation Leadership and SIA Strategy: Strengths and Weaknesses Transformation leadership supports organization strategy favorably, especially when leaders have specific strategies to implement (Pawar & Eastman 1997, p. 86). For example, leaders launching a new product can use transformation leadership to ignite workers and hence achieve success. The SIA has benefited from this approach when implementing change in its airline service where the leadership has enjoyed massive support from staff. Transformation leadership also supports organizational status quo attainment strategy. The leaders project an idealized influence on the workers in a bid to spark competition so that they can pick promotion candidates (Pawar & Eastman 1997, p. 94). Workers who are already inspired by the leaders’ vision strive to attain the leaders’ levels of excellence and this simplifies the task of selection. SIA exploits this approach when seeking staff for promotions. During this period the staff performance optimized and after conducting thorough evaluations they pick the most competent individuals (Wirtz, Heracleous & Pangarkar 2008, p. 8). One weakness of transformational leadership in organization strategy is evidenced by the temporary nature of this style (Pawar & Eastman 1997, p. 88). For example, when seeking to promote a new product workers will be excited and they will offer exemplary service but after the hype is over they may revert to incompetent service delivery affecting the long term implementation strategies of the organization. The SIA could fall victim to this problem by picking erratic leaders who seemed competent during promotion due to transformational enthusiasm. Transformational leaders have a weakness of being detached from reality. This is a problem that is adopted by the workers through perceived inspiration and the leader’s vision (Pawar & Eastman 1997, p. 93). Some transformational leaders imagine huge successes and overlook risk management and this can be disastrous because they might not incorporate risk management strategies in organizational management. According to Wirtz, Heracleous and Pangarkar (2008, p. 5), the SIA has implemented various transformational changes in its flights, incurring huge expenditures without acknowledging factors such as reduction in flights due to advances in video conferencing. Transformation Leadership and SIA Decision Making: Strengths and Weaknesses Transformational leadership avails a platform for organizational staff to present their views, ideas and even to participate in decision making. The transformational leadership policy of intellectual stimulation dictates that a transformational leader listens to his followers’ opinions and challenges or supports them (Yukl 2002). This ensures that the organization benefits from a wide range of contributions from group decision making. SIA adopts this transformational policy at departmental levels where workers interact with their supervisors and contribute in decision making (Wirtz, Heracleous & Pangarkar 2008, p. 11). These decisions are carried up the hierarchical ladder and availed to the relevant executive manager depending on their relevance. Transformational leadership promotes individual consideration. This is an important strength in the decision making process in an organization because it means that all members in the organization are given a chance to air their views (Yukl 2002). The leaders then assess their observations and views and use them in the decision making process. For example, in SIA, although only the executive committee meets the CEO for policy discussions and facilitation, staff ideas and suggestions are also considered. One weakness of transformational leadership is that, although members of the organization are given a chance to offer their suggestions most of their views are not implemented (Yukl 2002). This generates frustration from the staff because they assume their views are ignored. In this allusion, staff may resort to other measures to have their affairs addressed such as strikes or court action (Bass 1991, p. 23). This might have been the case between SIA and its pilots who felt that despite airing their grievances, the SIA leadership did not show any initiative in solving them. Another weakness of transformational leadership in decision making is that some of the decisions that are made based on the transformation ideologies are not strategically appropriate (Yukl 2002). Transformational leadership is based on optimism and enthusiasm and these values may cloud the judgment of an organization’s leadership when making strategic decisions. These decisions may present future leaders with management problems due t their impracticality or associated risks. Finally, transformational leadership complicates the decision making process because of the involvement of many contributors (Yukl 2002). This means that the clamoring by staff to be included in policy making may affect the quality of decision making. The process also takes too much time as the leaders try to please all staff in order to observe the tenets of transformational leadership. SIA Leadership’s Style: a Reflection on the Company’s Strategy and Success SIA has enjoyed huge success in implementing its functional and operational strategy. The company has achieved all this because of valuing change and transformation. SIA aims to conquer the airline market by optimizing on the company’s core strategies, that is: excellence in service delivery and cost effectiveness. In order to realize these strategies, the company needs a high performance workforce (Pawar & Eastman 1997, p. 83). Excellent service in terms of customer care can only be achieved by highly motivated or inspired staff (Bass & Avolio 1993, p. 115). There are only two options for inspiring staff to attain such a high level of excellence, which are: transactional leadership or transformational leadership. Transactional leadership entails providing incentives to an organization’s staff for motivation. Bass (1991, p. 25) confirms that these incentives are usually in the form of money. This approach is bound to affect the second operational strategy for SIA which is cost effectiveness. Therefore the better option is transformational leadership. This does not mean that SIA does not reward its staff; it is part of the company’s policy to issue bonuses to its staff and other benefits such as shareholding options. The difference is that SIA staff does not practice excellence to get gifts from its leaders, but rather to achieve the corporate dream of becoming an excellent citizen throughout the world. The staff gives what it can and even more because they feel they owe it to their leaders and to the company’s vision and the society. SIA has also achieved internal operations strategic success by setting high standards for promotions. SIA has an extensive promotion policy that evaluates many factors in a worker. The company leadership enjoys high competency levels in its staff and the eventual appointees are high class leaders. This trend has sustained SIA’s transformational leadership because it eliminates competency vacuums in its status quo. For instance, the current SIA-CEO has been in the transformational style for over 20 years. This leader has lived in this culture for very long such that after his appointment he had to continue implementing it as a routine than a necessity. Organizational Effectiveness vs. Organizational Leadership Organization leadership refers to the social system adopted by organization’s leaders to manage its workforce (Zaccaro & Klimoski 2002). Organizational effectiveness refers to the organization’s strategic success in all its functional and operational activities. Organizational effectiveness involves evaluating and assessing an organization leadership and management structure to ascertain its success in terms of organizational motivation, team work, strategy, decision making, planning and management (Quinn & Rohrbaugh 1983, p. 365). Organizational leadership affects all these paradigms of organizational effectiveness in one way or the other (Schneider 2002, p. 212). According to this evaluation of SIA it is clear that a favorable leadership style achieves organizational effectiveness. However, organizational effectiveness and organizational leadership depend on each other (Angle & Perry 1981, p. 8). This means that as much organizational effectiveness depends on organizational leadership, it is also true that organizational leadership is determined by the desired organizational effectiveness (Schneider 2002, p. 215). For example, in the case of SIA, the company chose transformational leadership because it aimed at achieving effective transformation as accompany and also in the airline industry. If SIA was not interested in creating an impression in the airline industry, the company could have chosen any other leadership style. Conclusion Therefore, it is conclusive to state that although some companies adopt various leadership styles due to other factors such as incompetence, the main determinant of an organization’s leadership is its desired organizational effectiveness (Angle & Perry 1981, p. 3). However, it is important to note that leadership is also affected by other factors such as personality, attitude and beliefs. The core task of leadership in an organization is to establish, develop and sustain an effective organizational culture. Organizational culture refers to the beliefs, feelings and values of the organization’s personnel (Angle & Perry 1981, p. 11). Effective leadership should steer an organizational culture, positively promoting team dynamics, motivation and commitment to the organization’s operations (Schneider 2002, p. 216). Organizational leadership plays a significant role in enhancing job satisfaction in an organization’s workforce (Zaccaro & Klimoski 2002). According to Quinn and Rohrbaugh (1983, p. 372), job satisfaction translates into organizational effectiveness. This is because job satisfaction optimizes the productivity of an organization’s workforce. Although there are other parameters that are used to assess organizational performance, the main factor of consideration is productivity. Organizational performance is based on set goals and objectives which are mainly based on the organization’s productivity (Quinn & Rohrbaugh 1983, p. 369). Organizational effectiveness is realized through role modeling and strong service organizational leadership (Schneider 2002, p. 213). References Angle, H. L., & Perry, J. L., 1981. An empirical assessment of organizational commitment and organizational effectiveness. [pdf] Administrative science quarterly, 1-14. Available at: http://www.indiana.edu/~jlpweb/papers/an%20empirical%20assessment%20of%20org%20commitment_angle_perry_ASQ1981.pdf [Accessed 5 July 2014]. Barling, J., Slater, F., & Kelloway, E. K., 2000. Transformational leadership and emotional intelligence: an exploratory study. Leadership & Organization Development Journal, [pdf] 21(3), 157-161. Available at: https://noppa.aalto.fi/noppa/kurssi/a61c00100/materiaali/A61C00100_transformational_leadership_and_emotional_intelligence_2.pdf [Accessed 5 July 2014]. Bass, B. M., 1991. From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, [pdf] 18(3), 19-31. Available at: http://www.ucdenver.edu/academics/colleges/SPA/BuechnerInstitute/Centers/DCLF/dclf2013/Week%201%20documents/Transformational/Transformational%20-%20Bernard%20Bass%20(2).pdf [Accessed 5 July 2014]. Bass, B. M., & Avolio, B. J., 1993. Transformational leadership and organizational culture. Public administration quarterly, [pdf] 112-121. Available at: http://moodle.tau.ac.il/2012/pluginfile.php/425100/mod_resource/content/2/transformationalleadership.pdf [Accessed 5 July 2014]. Bloomberg Businessweek, 2014. Singapore Airline Limited: Board of Directors. [online] Bloomberg Businessweek. Available at: http://investing.businessweek.com/research/stocks/private/board.asp?privcapId=664951 [Accessed 5 July 2014]. Conger, J. A., & Benjamin, B., 1999. Building leaders: How successful companies develop the next generation[pdf] (p. 278). San Francisco: Jossey-Bass. Available at: http://www.altfeldinc.com/pdfs/building.pdf [Accessed 5 July 2014]. Jung, D. I., & Sosik, J. J., 2002. Transformational leadership in work groups the role of empowerment, cohesiveness, and collective-efficacy on perceived group performance. Small group research, [pdf] 33(3), 313-336. Available at: http://users.skynet.be/bs939021/artikels/transformational%20leadership%20in%20work%20groups.pdf [Accessed 5 July 2014]. Pawar, B. S., & Eastman, K. K., 1997. The nature and implications of contextual influences on transformational leadership: A conceptual examination. Academy of Management Review, [pdf] 22(1), 80-109. Available at: http://amr.aom.org/content/22/1/80.short [Accessed 5 July 2014]. Quinn, R. E., & Rohrbaugh, J., 1983. A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis. Management science, [pdf] 29(3), 363-377. Available at: http://www.angelfire.com/creep/brendan/Quinn_effectiveness.pdf [Accessed 5 July 2014]. Schneider, M., 2002. A stakeholder model of organizational leadership. Organization Science, [pdf] 13(2), 209-220. Available at: http://sis.ashesi.edu.gh/courseware/cms// [Accessed 5 July 2014]. Securities Investors Association (Singapore), 2006. Background/ History. [online] Securities Investors Association (Singapore). Available at: http://sias.org.sg/index9.php?handler=ir&action=ir_content&ir_content_title_id=36 [Accessed 5 July 2014]. Singapore Airlines, 2011. Goh Choon Phong is next SIA CEO. News Releases. [online] Singapore Airlines. Available at: http://www.singaporeair.com/jsp/cms/en_UK/press_release_news/ne100903.jsp [Accessed 5 July 2014]. Singapore Airlines, 2011. SIA announces organisational restructuring. News Releases. [online]. Singapore Airlines. Available at: http://www.singaporeair.com/jsp/cms/en_UK/press_release_news/ne110105.jsp [Accessed 5 July 2014]. Singapore Airlines, 2013. Annual Report 2012/13 [online] Singapore Airlines. Available at: http://www.singaporeair.com/pdf/Investor-Relations/Annual-Report/annualreport1213.pdf [Accessed 5 July 2014]. Wirtz, J., Heracleous, L., & Pangarkar, N., 2008. Managing human resources for service excellence and cost effectiveness at Singapore Airlines. Managing Service Quality, [pdf] 18(1), 4-19. Available at: http://blogs.unive.it/sandbox/groups/economicsmanagement/wiki/b4ade/attachments/8b8ff/MSQ%202008%20Managing%20human%20resources%20for%20service%20excellence%20and%20cost%20effectiveness%20at%20Singapore%20Airlines.pdf [Accessed 5 July 2014]. Wirtz, J., & Johnston, R., 2003. Singapore Airlines: what it takes to sustain service excellence–a senior management perspective. Managing Service Quality, [pdf] 13(1), 10-19. Available at: http://www.sampleassignment.com/download/student-resources/wirtz_2003.pdf [Accessed 5 July 2014]. Yukl, G. A., 2002. Leadership in organizations. [pdf] Available at: http://files.liderancaecoaching.webnode.com/200000015-31f5732fb3/media-F7B-97-randd-leaders-business-yukl.pdf [Accessed 5 July 2014]. Zaccaro, S. J., & Klimoski, R. J. Eds., 2002. The nature of organizational leadership: Understanding the performance imperatives confronting todays leaders (Vol. 12). [pdf] John Wiley & Sons. Available at: http://www.researchgate.net/profile/Richard_Klimoski/publication/242546000_The_Nature_of_Organizational_Leadership_An_Introduction/file/6a85e52e26d49c5cab.pdf [Accessed 5 July 2014]. Read More