Leadership and Empowerment - Case Study Example

Running Head: Leadership and Empowerment Student’s Name: Instructor’s Name: Course Name and Code: University: Date of Submission: Table of Contents Page 1.0 Introduction 3 2.0 Objectives 5 3.0 Literature Review 5 4.0 Fidings 9 5.0 Discussion Error: Reference source not found1 6.0 Conclusion Error: Reference source not found4 7.0 Recommendation and Personal Reflection Error: Reference source not found5 6.0 References Error: Reference source not found4 Leadership and Empowerment 1.0 Introduction Leadership and empowerment has been an increasingly critical organizational competency that has elicited growing global attention and need in organizations and among managers. Leadership and empowerment is an extensive process that involves enhancing, systematic change in light of basic changes in the organization’s overall attitude, traits, contingency perspectives and behaviors (Carlton-LaNey, 2001). The mode of carrying out commercial activities, traditional exchange, communication, and increasing growth has evolved in the corporate world. Today the trend shows critical concern in corporate activities with deep focus on time, teamwork and mission for guaranteed quality productivity in the overall organization. Therefore, people from various backgrounds, character, behavior, and cultures, are involved together in one platform as employees (Beyerlein, Beyerlein, & Kennedy, 2005). The critical quest if leaders can motivate, build, empower, rejuvenate morale of employees and people has evoked critical extensive and intensive researches to convince the corporate world. Such talent, functions, ability and skills rests in the shoulders of our leaders. It is imperative to understand the perceptions and ideas following great leadership, and move forwards to advance your own leadership ability. In an attempt to understand the capability and empowerment endowed in leaders to their employees, we carried out a research. This paper gives a summary report of our extensive research, with a specific look at the US-based JetBlue Airways, which undertook recruitment and training practises plus other capacity building activities towards their employees’ development. The company was incepted in the year 1999 by David Neeleman on core objectives that are designed, not only to grow in size and profit, but appreciate employee services. JetBlue has always open its door to allow employees to give proposal on improving their services. The company is associated with employees who have a positive attitude and are mainly focused on providing quality work, this is gained from the fact they employ suitable recruitment methods that are practised in the company for in-flight crew and pilots (IBS Centre for Management Research, 2010). JeBlue Company has, for many years, been the solid market leader, their new goal and initiative has been to increase its service quality and be the most recognized and recommended Airways Company in the World. The demands and stringent government regulations in various countries have posed a great obstacle to the company, and more so to the employees who have a hard time coping with the situations. Further, lately the company has been experiencing stiff competitive challenges from its competitors due to what the media houses term as lack of continuous capacity building and more probably disconnected human resource relationships. The Company fears that this might lead to reduced market share and losing key customers. In an attempt to recover from the sudden downturn, JetBlue management initiated teams between the employees with managers to give their ideas on the way forward. Consequently three strategies were developed to deal with the challenge. First, the company set an objective to deal with customer satisfaction implementations. This was intended to win back their loyal customers, develop an essential part for all defenses of business where all associates support each other. Second, the improve employee training which will translate to enhanced market share and market penetration and to on the internally improve workplace efficiencies. They also suggested making use of home country managers because of mastery of their own country government regulations. Third, workers came up with a strategic customer focus plan that enhanced a sequence of action educational business case workshop all the way through the company. Increase the customer-interaction of the company web site and let management increase opportunities to customer focus training on serving customers together with efficacy seminars (Carter 2009). All the way through the discussion of between the managers and their subordinates, it was settled that their customers had great interest to remain as their clients. The discussion proved to be significant in the company, considering the collective role to come up with strategies and plans for an improved progress and implementation of the company business. The end result was increased profits and growth in the market share. 2.0 Objectives The main objective of this study is to discover the relationships connecting leadership style and empowerment, and its significance on employee problem solving activities, development, stress management and job satisfaction between the JetBlue managers and the employees (Cheverton, 2008). Other objectives were to discover the leadership promotes the self-worth of employees which goes down to the clients served. Further, our research wanted to recognize the trend in leadership and empowerment in organisations and the type of approach used, for example between transactional and transformational leadership (Carter 2009). 3.0 Literature Review There is wealth of evidence that has proved that, what we justify of other people’s capability which they are endowed with, is determined by what we believe we can do. Therefore, an optimistic comment on the competency and ability of one will increase the probability that the individual will be willing and able to deliver a task efficiently (Bandura, 1986). Any business, hoping for endless success must ensure leadership empowerment is effectively practiced in the organization. Educating and re-educating employees should be incorporated as a normal activity in airline industry and specifically to JetBlue managers. Such strides undertaken by managers, executives and overall company leaders will generate outstanding rewards and improvement in the various parts of the organization (Joanne & Ciulla 2004). Leadership and empowerment according to Carter (2009), is the process where managers make it possible and develop employees to reach influential levels within the company. The passage of information from top management to bottom subordinates is essential in preconditioning each other into a successful working system. Enhancing the decentralisation of judgment and wider extended employee contribution empowerment in managing their processes is essential to the management if they needed workers to take more roles. Such a strategy should engineer development in workers’ competency in internal commitment. With internal commitment employees are dedicated to a specific project, and individual program based on their own initiatives (Carter J.D. 2009). According to Holistic Management Pty. Ltd, (2000), there are various perspectives to identify a leader and leadership competencies that are fundamental in their empowerment of employees. The trait perspective advocates for the idea that ‘leaders are born, not made’. Leadership therefore, is a combination of inherent personalities and character traits which are core determinants of leadership competency, success and ability. With the association five, constellations have distinguished this trait. Capacity is the ability and originality of the leader to make judgments through their intelligence and verbal ability to handle problem. Achievement is another factor that illustrates a leader’s ability to be academically competent. Responsibility, participation, and status associate a leader’s trait with persistence, adaptability to the society and cooperation (Leatherman, 1992). Behavioral perspective center of attention is a leader’s action, what he/she does (Holistic Management Pty, 2000). Study indicates that there is a significant difference distinction between work-oriented and personal oriented leadership behavior. It is apparent that obviously victorious leadership constitutes the attention to the work and getting the job done, while at the same time being to individuals and social processes. A task focus is required if a team of people is to stay on track and accomplish its objectives. The aspect of leadership trait, therefore, must focus on defining duties, providing structures, supervising activities and passing of information to and from different parties. It is fundamental that leaders concentrate to the process of decision making and tasks at hand (Holistic Management Pty. Ltd, 2000). Contingency perspectives, study suggest that, is that leadership behavior that involves the interrelation of person and situation. Implying that leaders will approach issues the way they do, for the reason that their personality and situation relate. For instance, a manager is able to empower and motivate most of the employees; it is only that the approach will then depend on his personality, as each individual manager will handle the issue differently. This gave us the conclusion that there is no excellent or best leadership style. The best leadership behaviors are dependent on contingency of the circumstances and the leader handling the situation (McCarthy-Baum, 1992). Transformational perspective on the other hand brings transactional and transformation connection in leadership. Transactional leaders take effort to satisfy the present needs of employees by concentrating their strategic approach on tasks and interpersonal exchanges. Conversely, transformational leadership, attempt to focus on motivating their workers and encourage dramatic changes in personal, teamwork and organizations development. The distinction brought about in the two leadership ideas suggests the amount of impact or performance. It is therefore suggested that transactional leadership gives the foundation for anticipated levels of performance, and on the other hand, transformational leadership creates the base consequential in performance beyond our outlook (Holistic Management Pty. Ltd, 2000). Holistic Management Pty. Ltd, (2000) suggests that transformational leaders empower their lower level employees to do more than initially expected. In essence they uplift the consciousness of these employees on the significant value of chosen outcomes and means of accomplishing tasks transcends their self-interests to be geared on the assignment given and vision of the company. The motivation accrued from the holistic transformational leadership perspective has proved to be charismatic, considerate, and provide intellectual stimulation to the followers. This notion of transformational leadership has been a step of higher evolution in research and philosophy about leadership. Research in leadership is aggressively advancing beyond the existing boundaries and in turn expanding our school of thought on means to lead and empower ones followers (Leatherman, 1992). Ideas from the most recent research in the physical and biological sciences are being applied as descriptions and models for our information and subsequent judgments about organizational leadership and empowerment. The meaning of leadership has undergone various theoretical, textual and practical changes over the years with respect to their everyday increasing duties, obligations and different people’s perspectives. This is also because of the inadequacy of enough definition and information of where exactly leadership influence should reach. A great number of managers and leaders, responsibilities envelop the full range of everyday tasks (Carlton-LaNey, 2001). This comprises ensuring that the delegated tasks have been duly accomplished by each employee. Also among them are the continuous undertaking of evaluating performance alongside the set standards and goals, and make out for the reasons why discrepancies exist, and further initiating corrective action. In the JetBlue managers setting, leadership encompasses, but not limited to, program evaluation, which surpasses the normal quality assurance and job safety (Beyerlein, Beyerlein, & Kennedy, 2005). The significance of development of teamwork and groups is critical. According to Jones (2000), the group development involves five stages that each constitutes touching emotional atmosphere, group interrelation with respect to their behavioural perspectives, and particular tasks. The first stage is storming, where the leader’s action has to include approach to the employee disagreements, intervention, uniting, testing for agreements and consensus. The norming stage, the leader is to move down and behave just like one of the members of the group and give guidance from getting sidetracked. Particular emphasis at this stage is on consensus in the decision making process. The performing stage, the manager should take action as a facilitator by providing feedback on the improvements and development with regard to their objectives and goals. Finally, the adjourning stage is to be undertaken to encourage involvement of a shared feedback and additionally step up the ability of the group to confidently meet the challenges. It is important to point out that the manager/ leader is significant to group dynamics. Hence, their actions will greatly determine the trend, actions, performance, and appropriateness in every task under every stage. However, the group management, planning and input of the leader is determined by stage and phase of group improvement. Here, manager should be geared towards supporting the group structure of the employees and discouraging reliance but rather, teamwork and initiatives (Jones, 2000). Empowerment increases the productivity of employees who are closer to customers and the endowed in greater ability and skills look forward to provide greater customer satisfaction and improve progression. Hence, the manager’s guidance and facilitations will bring about accumulation of ideas, which will result in functional efficiencies. It is therefore critical the leaders of such employees understand the empowerment endowed in them and how it is applied in respective department or specialisation of the employee, to the determination of the organisation success (Gill, Flaschner & Bhutani 2010). It is only empowered employees that see themselves worthwhile, acceptable, cherished and appreciated. 4.0 Findings Transformational leadership guidance was manifested positively and connected work contentment with motivational activities. Transactional leadership evidenced that empowerment and leadership style tended predict amount of contribution to the job satisfaction for hardworking and normal employees. During the same period of the study, the managers were engaging the different groups in meeting to improve their quality and teach them on how to use the most recent machine bought in company. We were given a chance to attend and evaluate its proceedings. This comprised of ensuring that the delegated tasks had been duly accomplished by each employee and empowerment elements. Also, among them were the continuous undertaking of evaluating performance alongside the set standards and goals. Further, the managers made out for the reasons why discrepancies exist, and initiated corrective action through further training, transformation, and general encourage where signs of complacency was observed (Carlton-LaNey, 2001). In the performing stage, the manager took action that facilitated giving feedback on the improvements and development with regard to their objectives and goals. Finally during the adjourning stage, this was purposely to promote sharing of feedback and further encouragement in the group, in the face of challenges. It is important to point out that the manager/ leader is significant to group dynamics (Beyerlein, Beyerlein, & Kennedy, 2005). Hence, manager’s actions will greatly determine the trend, actions, performance, and appropriateness in every task under every stage. However, the group management, planning and input of the leader, is determined by stage and phase of group improvement. Here, the manager should be geared towards supporting the group structure of the employees and discouraging reliance but rather teamwork and their initiatives (Jones, 2000). 5.0 Discussion The challenges facing JetBlue Company happen on the understanding that the management values, such as taking full responsibility and accountability were not effectively undertaken by the respective managers. As such the most of the company departments realized a diminishing employee output as reflected in the negligence of the company on better participation and empowerment of all the workers. Carter J.D. (2009), on the significance of empowerment to the employees, managers ought to take it crucial, with utmost willingness, on ensuring that employees are performing to their potential with a dynamic power and their empowering. Autocratic leaders who lead through greatly centralized authoritative structures over and over again generate great levels of interpersonal friction. On close analysis of the gathered data, the empirical studies on the impact of the management transformational leadership-found and subsequent employee motivation and increase in productivity showed a positive relationship proportional between work team accomplishments and leadership effectiveness. Transformational leadership processes, the manager transformational team guidance, have also proved to have elements to enhance workers’ task oriented ideals that build the self efficacies of the employees. Employee empowerment may therefore be determined by the attitude and view of how much the business is concerned about their well being and the understanding that their work is taken with highly regard. The JetBlue management step to empower employees increased work satisfaction and enhanced better customer satisfaction. Leadership technique, approach and style in respect to employee empowerment significantly determine the satisfaction of employees for their work (Beyerlein, Beyerlein, & Kennedy, 2005). Empowerment, in essence is the ability of a leader to motivate, energize and give hope to others. In this sense, it brings about initiation and persistence while undertaking any tasks. Hence, empowered employees get more involved, take on complicated situation, and advance more confidently as they expend more effort on their delegated task. Employees can be empowered by coaching, counseling, oral persuasion, motivation and to providing role model to look forward to emulate (Bandura, 1986). Jones (2000) Leaders come up with the structure of their practice and explain their function and responsibilities to others. A leader therefore ought to initiate activities of much diverse planning, development and systematization of tasks. Further, leaders also institute initiatives in directing, evaluating and then guiding other employees. The leader ought to apply his acquired basic competencies and skills in solving difficult issues, critical thinking and passing of information in the most correct and appropriate manner to bring about performance enhancement efficiently. Empowerment improves company efficiency and employee well being. For instance, JetBlue improving efficiencies in their working areas greatly brought forth reduced costs customer queue maintenance and in return lead to job satisfaction, enhanced service delivery and retention of customers (Carter J.D. 2009). 6.0 Conclusion Designing intercessions that consent to for the relative power of leadership style as well as empowerment on various classifications of employees possibly will be an extra effective strategy and boast of greater impact on staff attitudes and behaviors. Jones, (2000) Leaders come up with the structure of their practice and explain their function and responsibilities to others. A leader therefore, ought to initiate activities of much diverse planning, development and systematization of tasks. Further, leaders also institute initiatives in directing, evaluating and then guiding other employees. The leader ought to apply his acquired basic competencies and skills in solving difficult issues, critical thinking and passing of information in the most correct and appropriate manner to bring about performance enhancement efficiently (Blanchard, 2009). Empowerment is easier said than done in an organisation because of the uncertain feelings of the management and employees regarding the implementation or development of the strategies. Carter (2009), most companies have a descending empowerment initiative from top manager to low level managers due to their inconsistencies. Employee productivity will depend on the level of contact between them and the clients. Such enhanced contact is essential in improved customer retention, effective socialisation which will eventually bring forth employees improved social skills that increase customer dealings for better performance and satisfaction. High level managers who demand for internal commitment from staff have to increase the number of the staff involvement in creating work objectives, company goals and the strategic approaches to achieving them (Jones, 2000). Leadership and empowerment, is an extensive process that involves enhancement, systematic change in the light of basic changes in the organization’s overall attitude, traits, contingency perspectives and behaviors. This is done through coaching and counseling, oral persuasion and motivation, and empowering employee skills through training or capacity building. In essence they uplift the consciousness of these employees on the significant value of chosen outcomes and means of accomplishing tasks transcends their self-interests to be geared on the assignment given and vision of the company. The performance improvement called for an extensive quality time (Ayodele, 1998). Any business hoping for endless success must ensure leadership empowerment is effectively practiced in the organization. Educating and re-educating employees should be incorporated as a normal activity in the airline industry and specifically by the Managers. Such strides undertaken by manager, executives and overall company leaders will generate outstanding rewards and improvement in the various parts of the organization. The findings have therefore revealed that there is a direct relationship connecting leadership style and empowerment. Empowerment is also very significant on employee problem solving activities, development, stress management and job satisfaction among the JetBlue employees and the managers. Recommendations and Personal reflection Empowerment of employees has gained its successful reputation of its impact to the individuals extended the encouragement. It has largely contributed to the positive changes in the organization’s overall attitude, traits, contingency perspectives and behaviors. This was effected practically through coaching and counseling, oral persuasion and motivation, and empowering employee skills through training or capacity building. The close attachment between the managers and employees improved their relationship and communication. It is a critical undertaking that will improve the company performance in the long-term. In case of incorporated research and thinkers’ involvement in the task will consumer a lot of organization time. A task focus is required if a team of people is to stay on track and accomplish its objectives. The aspect of leadership trait, therefore, must focus on defining duties, providing structures, supervising activities and passing of information to and from different parties. It is fundamental that leaders concentrate to the process of decision making and tasks at hand (Holistic Management Pty. Ltd, 2000). In an attempt to precisely and distinctively measure the impact of leadership on employees and general origination performance, research in leadership has aggressively advanced cutting across the existing boundaries to discover the means by which managers use to lead and empower their followers. This theme of transformational leadership has been subject to diverse and extensive exploration in research, psychology and philosophy. Ideas from the most recent research in the physical and biological sciences are being applied as descriptions and models for our information and subsequent judgments about organizational leadership and empowerment. Recent sources suggest that physical and biological sciences are being applied as descriptions and models for our information and subsequent judgments about organizational leadership and empowerment which I personally advocate for as well. In the same line transformational leadership should specifically be undertaken as a topic of research with regard to empowering employees. The motivation accrued from the holistic transformational leadership perspective has proved to be charismatic, considerate, and provide intellectual stimulation to the followers. Transformational leadership has made large strides in diverse academic and practical spheres. However, time to time improvement is a significant factor in our increasingly global world. Therefore, aggressively advancing beyond the existing boundaries and in turn expanding our school of thought on means to lead and empower employees is fundamental to keep us interconnected and current (Leatherman, 1992). 7.0 References Ayodele, A. (1998). Communication and leadership for empowerment: summary report and papers presented at the Africa Women's Forum, convened by Africa Leadership Forum. Capetown: Africa Leadership Forum Bandura, A. (1986). Social foundations of thought and action: A social cognitive view. New Jersey: Prentice-Hall Bass, B. M. & Riggio R. E., (2006). Transformational leadership. NY: Routledge Beyerlein, M., Beyerlein S. T., & Kennedy F. A. (2005). Collaborative capital: creating intangible value. London: Emerald Group Publishing. Blanchard, K. (2009). Leading at a higher level: Blanchard on leadership and creating high performing organizations. Lodon: FT Press Carlton-LaNey, I. (2001). African American leadership: an empowerment tradition in social welfare history. London: NASW Press Cheverton, P. (2008). Global Account Management: A Complete Action Kit of Tools and Techniques for Managing Key Global Customers. New York: Kogan Page Publishers Gill, A. Flaschner, & Bhutani, (2010). The Impact of Transformational Leadership and Empowerment on Employee Job Stress. Business and Economics Journal. Retrieved February 28, 2011, from http://astonjournals.com/manuscripts/Vol2010/BEJ-3_Vol2010.pdf Holistic Management Pty. Ltd, (2000). Background Information: Leadership and Empowerment. Retrieved February 27, 2011, from http://www.implementer.com/implementer/web/assistant/leadership.htm Joanne, B. C. (2004). Ethics, the heart of leadership. New York: Greenwood Publishing Jones, S. (2000). Healthcare: The Role of Leadership and Empowerment in SQM/TQM. Texas: North Texas Association for Healthcare Quality News Leatherman, D. (1992). Quality leadership through empowerment: standards of leadership behaviour. New York: HRD Press McCarthy-Baum, C. M. (1992). Leadership and employee empowerment: interrelationships of leadership strategies, employee empowerment, and positive supervisory behaviours. Mexico: University of New Mexico Carter J.D. (2009). Managers Empowering Employees: American Journal of Economics and Business Administration. West Haven: Science Publications. Retrieved 9 March 2011 from http://www.scipub.org/fulltext/ajeba/ajeba1239-44.pdf IBS Centre for Management Research, (2010). Recruitment and Training at JetBlue. Retrieved 9 March 2011 Airwayshttp://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Behavior/HROB128.htm Read More