The paper "Greg Brenneman and Fletcher Jones Business Leaders " is a great example of a business assignment. Greg Brenneman and Fletcher Jones are great business leaders who put into practice the authentic approach leadership that led to the success of their respective companies. When Greg Brenneman arrived at Continental Airlines the company was on the verge of its third bankruptcy in a decade. In many circumstances, people will trust you if you are authentic and genuine but a mere replica of someone else. Individuals love originality in every sense.
No one can claim to be authentic if he keeps on imitating other people. It is important to learn from other people’ s experiences but not try to be them or act like them. Leaders who are authentic work at understanding themselves as well as developing themselves. Greg Brenneman in his leadership style did not try to be someone else and established philosophy and culture at Continental Airlines that was authentic for everyone to see. As a transformative leader, he rallied the employees to be on his side (George et al, 2007). Brenneman had to relate to the environmental reality when making a decision at the company and he made sure the employees understood the vision of the company and implementation of any policy. Fletcher Jones encouraged an atmosphere of creativity and experimentation that gave employees a platform to fully explore their talent.
Fletcher provided leadership that propelled his company to success. Fletcher inspired his employees to give their best at their place of work. He was devoted to excellence and wanted things to be done in the right way. Both Fletcher Jones and Greg Brenneman established business cultures that were authentic to their companies and not a replica of someone else’ s philosophy.
They implemented their original philosophies of work and inspired employees to get on board and accomplish the mission of the company. The environmental reality was the business theory that Brenneman applied at Continental Airlines in order to turn around the situation at the airline (Craig & Snook, 2014). Authentic leaders serving in mission-driven companies make a difference in the lives of all stakeholders like was the case for Fletcher Jones and Greg Brenneman.
Practising authentic leadership was also a weakness to Fletcher Jones leadership since allowing all members of the organization to act pose a challenge of harnessing all the ideas into one shared vision of the company. Fletcher included staff in decision-making and there were no privileges for senior managers. The decision-making process was therefore slow and challenging hence not making possible to take advantage of some nick of time opportunities. Question Two Three recurring paradoxes discussed by Smith et al include innovation paradoxes, globalization paradoxes and obligation paradoxes. Innovation paradoxes involve competing interests between managing for today or for tomorrow.
Globalization paradoxes entail deciding to adhere within boundaries or crossing them. The obligation paradoxes revolve around creating value for the organization shareholders and investors or for a wider set of stakeholders (Ibarra, 2015). Brenneman focused on ensuring the company was profitable while also focusing on the future of the company. He had to fund the future while ensuring that the airline flew to win. He focused on the core assets and did away operations or flights that made the company lose money.
He tried as much as possible to make the company grow using its assets. On globalization paradoxes Brenneman he built hubs at Cleveland, Newark, and Houston. He built a lasting relationship within and across organizations to assist in shaping the destiny of the company. He drastically reduced the fleet types from thirteen to four. He had to track how cash was flowing through the company and he restructured the balance sheet. On innovation paradoxes, he expanded the customer mix from backpacks as well as flip-flops to briefcases and suits.
He went ahead to revise the marketing policies for the purpose of enhancing relationships with travel agents, frequent fliers and corporations (Craig & Snook, 2014). On obligation paradoxes, he made sure employee confidence is restored and Peace is maintained among the workgroups. The changes that he made at Continental Airlines were able to get over the recurring paradoxes as discussed by Smith.
Brenneman, G. 1998, ‘Right Away and All at Once: How We Saved Continental’, Harvard Business Review, Vol. 76, Issue 5, pp162-173.
Craig, N., & Snook, S. 2014, From Purpose to Impact: Figure Out Your Passion and Put It to Work, Harvard Business Review 92, (5): 105–111.
Goleman, D. 2013 “The Focused Leader” Harvard Business Review, December, pp51-60
George, B. Sims, P. McLean, A. and Mayer, D. 2007, ‘Discovering Your Authentic Leadership’ Harvard Business Review, February, pp129-138.
Ibarra, H. 2015, The authenticity Paradox, Harvard Business Review