The paper "Leadership and Empowerment" is a wonderful example of a Management Case Study. Leadership and empowerment have been an increasingly critical organizational competency that has elicited growing global attention and needs 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 incorporate activities with a deep focus on time, teamwork and mission for guaranteed quality products 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 rest 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 the 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 practices 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 to appreciate employee services. JetBlue has always opened its door to allow employees to give a 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 practiced in the company for in-flight crew and pilots (IBS Centre for Management Research, 2010). JetBlue 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 improved 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 the 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).
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