Essays on Leadership and Management - Greg Brenneman Assignment

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The paper "Leadership and Management - Greg Brenneman " is a great example of a business assignment.   There are many leadership styles that people in authority adopt in influencing followers. Authentic leadership is one of the leadership styles adopted by leaders. George et al. (2007, p. 129) define authentic leaders as leaders who demonstrate a passion for what they do, practise their values consistently and lead both with their hearts and heads. Such leaders also seek to establish a long-term and meaningful relationship with followers and have the self-drive to achieve results.

George et al. (2007) continue to say that authentic leaders do not try to emulate or imitate others. Rather, such leaders know who they are and do what they think is best to achieve results (Goleman 2013, p. 51). Greg Brenneman is one of the leaders that have demonstrated an authentic leadership style as described by George and colleagues. Brenneman demonstrated this leadership quality in turning around the ailing Continental at the time the company was at the verge of collapse. First, Brenneman demonstrated authentic leadership by doing what he believed was best to save Continental without necessarily trying to emulate what other leaders had done in such a situation (Landel 2015, p.

4). Brenneman explains that to revive the ailing company, he identified five areas that needed to be corrected that included fly to places that passengers wanted to go; when they needed to go and in a clean and attractive fleet; ensure passengers got to their destinations safely on time with their bags and that they are served meals at the right time. This way, it becomes clear that Brenneman was not emulating other leaders but adopted the strategies that he believed was best in turning around Continental.

Besides, these strategies mean that Brenneman had a self-drive to achieve a result, a quality that is required of an authentic leader as George et al. (2007, p. 133) describes. Moreover, Brenneman authentic leadership is demonstrated by the fact that he managed to build a trusting relationship both with his colleague Gordon Bethune and over 40,000 with whom they inspired and worked seamlessly with, thus saving continental. George et al. (2007, p.

136) argue that authentic leaders must be able to build a trust relationship with followers and inspire them to work towards the achievement of organizational vision and this is exactly what Brenneman to turnaround the ailing Continental. Fletcher Jones is the other leader who has demonstrated authentic leadership. The leader demonstrated authentic leadership by creating a vision and inspiring followers to work towards the visions. The leader also demonstrated this leadership by empowering and building trust with its followers. The notable shortcoming of Jone’ s adoption of authentic leadership is the fact that it sometimes gave employees more control, thus making the leader loses control over the leadership of the company (Bellingham 2017a, p.

5). How did Brenneman manage all three of Smith et al’ s recurring paradoxes and in what ways did he effectively address any two of Cameron et al’ s competing values?

References

Bellingham, J 2017a, “Self-efficacy and self-leadership instruments,’ Leadership and management Lecture, pp. 1-43.

Bellingham, J 2017b, “Transformational Leadership,” Leadership and management Lecture, pp. 1-30.

Brenneman, G 1998, “Right away and all at once: How we saved Continental,” Harvard Business Review pp. 162-179.

Cameron, K. S., Quinn, R. E., DeGraff, J., & Thakor, A. J n.d., Competing value framework, pp. 11-34.

Christensen, C. M., Ojomo, E., & Van Bever, D 2017, “Africa’s new generation of innovators,” pp. 1-10.

Craig, N., & Snook, S 2014, “From purpose to impact,” Harvard Business Review, pp. 1-9.

Drucker, P. F 1994, “The theory of the business,” Harvard Business Review pp. 91-104.

George, B., Sims, P., McLean, A. N., & Mayer, D 2007, “Discovering your authentic leadership,” Harvard Business Review pp. 129-138.

Gino, F., & Bradley, S 2015, “Why organizations don’t learn,” Harvard Business Review, pp. 1-10.

Goleman, D 2013, “The focused leader how effective executives direct their own—and their organizations’—attention,” Harvard Business Review pp. 50-61.

Ibarra, H2015, “The authenticity paradox,” Harvard Business Review pp. 53-160.

Kavadias, S., Ladas, K., & Loch, C2016, “The transformative business model how to tell if you have one,” Harvard Business Review pp. 91-98.

Kouzes, J. M., & Posner, B. Z 2003, The five practices of exemplary leadership, pp. 1-13.

Landel, M 2015, “How we did it…Sedoxo’s CEO on smart diversification,” Harvard Business Review pp. 3-5.

Smith, W. K., Lewis, M. W., & Tushman, M. 2016, “Both/and” leadership don’t worry so much about being consistent,” Harvard Business Review pp. 63-71.

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