Table of Contents

Question 1 (25 Marks)

Based on the abstract above, evaluate the leadership characteristics that are required
to sustain an organization during challenging times.

Question 2 (25 Marks)

Analyse the efforts by the CEO to motivate the employees during difficult times, and
critically examine the guidelines for generating motivated employee behaviour.

Question 3 (25 Marks)

Critically discuss the lessons on leadership, innovation and organisational
effectiveness that can be drawn from the above Southwest Airlines abstract.

Question 4 (25 Marks)

In view of the above Southwest’s abstract, assess how leadership differs from
management.

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Question 1

Introduction

When leaders are carrying out their work tasks and responsibilities, when they are
paying attention to the overall functioning of the organization, they must be efficient
in their job performance. As a result, they must be well-versed in the attributes of
effective leadership. Honesty and integrity, confidence, skills and abilities,
commitment and passion, accountability, delegation and empowerment, creativity and
innovation, empathy, resilience, emotional intelligence, humility, transparency, vision
and purpose, teamwork, and instructional strategies are characteristics of effective
leadership. It is critical for leaders to be aware of all of these features. Apart from
that, they must believe in themselves and create good attitudes about persons as well
as diverse parts of the company. Positive well-being development is critical in
enabling people to put these attributes into action in a well-organized and effective
manner. As a result, it can be claimed that all individuals in positions of leadership
must be well-equipped in terms of these attributes and put them into practice
effectively.

Leaders must instill confidence and self-esteem in their followers. Furthermore, they
must maintain a high level of integrity in both themselves and others. With this, the
leaders form the opinion that all aspects of the organization must be strengthened in
an effective and satisfactory manner. Leaders must concentrate on improving mutual
understanding and encouraging teamwork. They must ensure that all members of the
organization develop friendly ties with one another. When conflicts and
disagreements arise among members, the leaders provide information on peaceful
conflict resolution procedures and foster amiability and cordiality. Employees, on the
other hand, frequently approach their superiors when they have concerns or
grievances. These can be communicated in person or online. As a result, the leaders'
responsibility is to gain a thorough awareness of problems and concerns and to give
answers. As a result, the value of effective leadership characteristics is acknowledged
when leaders focus on developing teamwork and providing solutions to challenges.

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Leaders must achieve challenging and time-consuming goals and objectives. They
must reinforce their traits and guide and lead their subordinates in the right direction
in order to attain tough tasks in a well-organized manner. In some circumstances,
subordinates are unaware of the measures and ways for carrying out assignments and
functions and achieving goals and objectives. As a result, leaders must motivate and
stimulate their minds in order for duties and functions to be completed. When they
face setbacks, leaders must make knowledge available to solve their problems and
support the attainment of company goals. When employees believe that their leaders
have an approachable disposition, an amicable attitude, and are understanding, they
not only appreciate the importance of effective leadership attributes, but they are also
able to experience job satisfaction, perform well in their employment, and maintain
their jobs. When employees are motivated to accomplish their job obligations and
achieve their goals, the relevance of effective leadership attributes is recognized.

There are risks that occur during the process of performing occupational activities.
Individuals are naturally nervous and vulnerable in the face of risks. Individuals must
retain high levels of trust as leaders by maintaining consistent levels of honesty,
professionalism, righteousness, confidence, and clarity. Furthermore, they must
broaden their understanding and raise awareness of numerous risk-mitigation
variables. It is the responsibility of leaders to guarantee that staff are not
overburdened by hazards. The risks should not become impediments to the
performance of job activities and the fulfillment of goals and objectives. Successful
leaders are intelligent and astute, understanding the issues and requirements of others,
understanding the need for dedication, increasing energy levels, and instilling moral
and ethical values. As a result, the relevance of effective leadership traits may be
emphasized when leaders provide support and aid to employees in dealing with risks
and eliminating difficulties and concerns.

Integrity is the practice of being truthful and adhering to strong moral and ethical
ideals and values on a consistent and unwavering basis. Integrity is defined as being
honest, truthful, and accurate in one's conduct. When leaders achieve positions of
leadership, they strive to keep them. It is obvious that in order to keep their jobs and
feel satisfied at work, individuals must have efficient knowledge of their job
obligations and implement the traits of honesty and integrity. These traits are

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concerned with conveying accurate information. Even if the facts are unsettling, the
leaders establish the belief that they will be genuine and honest throughout their
interactions with others. As a result, it is widely acknowledged that the qualities of
honesty and integrity are valuable and important in enhancing leadership
effectiveness.

Honesty and integrity are seen as essential qualities of good leadership. Leaders must
demonstrate honesty and integrity in carrying out their responsibilities (Hasan, 2019).
A variety of variables must be considered while portraying honesty and integrity.
These include keeping one's word, keeping one's commitments, recognizing one's job
duties and responsibilities, paying attention to factors in the internal and external
environment, staying focused, creating a balance between personal and professional
lives, imparting factual information to others, instilling morality, ethics, diligence, and
conscientiousness, maintaining good terms and relationships with others, and treating
subordinates with respect and courage. These factors would make a significant
contribution to strengthening the attributes of honesty and integrity. Effective leaders
believe that no matter how many issues and difficulties they face while carrying out
their job obligations, they must maintain a high level of honesty and integrity. As a
result, these characteristics are widely acknowledged.

It is obvious that leaders must have talents and abilities in order to carry out their
work obligations well and acquire the respect and admiration of other members of the
company. Communication skills, time management skills, leadership skills, problem
solving skills, analytical skills, critical thinking skills, presentation skills, decision
making skills, technical skills, work ethics, and conflict resolution strategies are all
required of leaders. These are the abilities that must be applied throughout one's
career. Furthermore, leaders must produce information and use ways and tactics to
improve these talents throughout their careers. In some situations, leaders enroll in
educational institutions and training centers to improve their skills and abilities,
particularly when they need to boost their confidence and perform effectively on the
job.

Upgrading skills and talents has proven to be helpful to both leaders and the
organization as a whole. The reason for this is that all of the talents listed above have

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meaning. Their effective implementation would be beneficial and valuable to the
organization's overall functioning. Leaders must guarantee that their subordinates
generate information on these capabilities and use them to the best of their abilities.
Training and development initiatives are being implemented in reputable firms. These
programs are beneficial and worthwhile in terms of improving members' skills and
talents. Employees also participate in training and development programs as part of
their job tasks. In this way, they can raise awareness of current and innovative
strategies and methods. As a result, it is widely accepted that the acquisition and
development of talents and abilities is a strategic attribute of good leadership.

Leaders are held accountable for their job obligations and responsibilities. Culture is
defined by leadership, and if members of an organization want to build a culture of
responsibility, it starts with the leaders and spreads to other members of the company.
Accountability is a continuous process, not a one-time event. Leaders are constantly
on the lookout for new chances. When they have additional opportunities, they will be
held accountable for them. When leaders accept accountability, they recognize and
accept the consequences of their conduct in areas for which they are accountable. For
example, a leader may be obliged to work on a project and complete it within a
certain amount of time.

When leaders understand the meaning and relevance of accountability, they will be
able to effect change and effectively carry their job tasks. The leaders' primary goal is
to achieve the required results while also improving the general structure of the firm.
They must comprehend the meaning and relevance of responsibility in order to carry
out these responsibilities and functions in a well-organized manner. Furthermore,
when accountability is the norm, constructive learning and change are feasible.
Accountability will help people develop the mindset that they need to operate
efficiently and not feel pressured and overwhelmed, especially when challenges and
difficulties arise. As a result, it can be claimed that accountability is a crucial attribute
of effective leadership that would assist individuals in carrying out responsibilities
effectively and accomplishing the desired goals and objectives.

Delegation is the transfer of authority from one person to another, typically from a
manager to a subordinate, to carry out certain tasks. It is a fundamental notion of

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managerial leadership. In an organization, a manager is required to undertake all of
the work, thus job functions are assigned to subordinates, and there is also a
delegation of authority so that the subordinates can complete their tasks. The
individual who is assigned the task is responsible for the results. The power or
authority granted to someone to do something is referred to as empowerment. It is the
process of becoming stronger and more confident, particularly in taking charge of
one's life and asserting one's rights. Individuals gain autonomy and self-determination
as a result of empowering opportunities, allowing them to represent their interests in a
responsible and self-determined manner by acting on their own authority.
Leaders in companies delegate job responsibilities to capable personnel. When they
are overburdened by the number of job responsibilities, they delegate the chores to
their subordinates. When subordinates are given extra job responsibilities, they can
polish their talents and abilities. On the other side, leaders must guarantee that
subordinates are given opportunities for empowerment as well. They should be
permitted to express their views and points of view, as well as participate in decision-
making processes. Leaders must ensure that women have the same rights and
opportunities as their male counterparts. Subordinates benefit from delegation and
empowerment, and they experience a sense of job satisfaction as a result. As a result,
it can be claimed that leaders must exercise these attributes on a regular basis. In this
way, they promote the well-being of both employees and the organization as a whole.

With technological improvements and the advent of modernization and globalization,

there is an increased requirement for creativity and innovation in the execution of
tasks and duties. Creativity is valued in all types of organizations, and members use
cutting-edge technology and innovative approaches to carry out their responsibilities.
Creativity is defined as the use of one's imagination or fresh ideas to create anything.
It is a phenomenon in which something new or valuable is informed. The
implementation of something new is referred to as innovation. Invention is defined as
the production of something new that is recognized as the result of a unique vision.
When it comes to putting creativity and innovation into action, leaders must
collaborate with other people of the business. Individuals must deliberate on many
ideas and perspectives before making a decision. As a result, the traits of creativity
and innovation necessitate collaboration and integration among leaders and other
members.

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Implementing the characteristics of creativity and innovation necessitates that
members of the company improve duties and activities and achieve goals. These traits
have made task and activity implementation more manageable. Employees used to
perform all duties and activities manually before the arrival of technologies and
machines. They are, however, making use of new technology and machines. In this
way, they can effectively help to increasing production and profitability. Normally,
the execution of these characteristics is not simple and clear; leaders must make
optimal use of resources and instill the values of diligence, resourcefulness, and
conscientiousness. As a result, when leaders are well-equipped with these
characteristics and employ modern, technical, pioneering, and innovative ways, they
can boost creativity and innovation.

Organizations go through different challenges that test their capabilities, resilience,

and sustainability. The challenges can be caused by various factors, including
economic downturns, natural disasters, pandemics, and terrorism, among others. The
leaders of organizations must possess certain traits and skills to navigate the
challenges and emerge successfully. This essay evaluates the leadership
characteristics that are required to sustain an organization during challenging times,
with a focus on the case study of Southwest Airlines after the 9/11 terrorist attacks.

Crisis Management:

Crisis management is the ability to handle unexpected and potentially harmful events
that can disrupt the operations of an organization. Leaders must have the skills and
knowledge to identify potential crises, develop effective contingency plans, and
execute them efficiently. Southwest Airlines' leadership demonstrated excellent crisis
management skills by taking proactive measures to help the stranded passengers and
employees after the 9/11 terrorist attacks. The leadership encouraged the employees to
use their trademark fun approach to business and help the stranded customers enjoy
themselves at the movies or the local bowling alley. By doing so, Southwest Airlines
created a positive image in the minds of the customers and built trust, loyalty, and
brand reputation.

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Creative Problem-Solving:

Creative problem-solving is the ability to think outside the box and come up with
innovative and effective solutions to complex problems. Leaders must be able to use
their creativity, knowledge, and experience to find new ways of doing things,
identifying opportunities, and overcoming challenges. Southwest Airlines' leadership
demonstrated creative problem-solving skills by keeping all of its employees after
9/11 and issuing a profit-sharing payment. This decision showed the leadership's
commitment to protecting the staff and creating a sense of security and motivation.
Moreover, the decision enabled Southwest Airlines to maintain its brand reputation,
customer loyalty, and employee retention rates, which contributed to the company's
sustainability and profitability.

Strong Belief in the Company’s Vision:

A strong belief in the company's vision is the foundation of successful leadership.

Leaders must have a clear understanding of the company's mission, vision, values,
and goals, and they must communicate them effectively to the employees, customers,
and stakeholders. A strong belief in the company's vision enables leaders to inspire,
motivate, and align the efforts of the employees towards a common goal. Southwest
Airlines' leadership demonstrated a strong belief in the company's vision by
prioritizing customer service, employee satisfaction, and profitability. This vision
enabled the company to differentiate itself from the competition, build a loyal
customer base, and sustain its operations during the challenging times.

Other Leadership Characteristics:

Besides crisis management, creative problem-solving, and a strong belief in the

company's vision, other leadership characteristics are required to sustain an
organization during challenging times. These characteristics include:

Adaptability: Leaders must be able to adapt to changing circumstances and

environments, and adjust their strategies and tactics accordingly.

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Resilience: Leaders must be able to bounce back from setbacks and failures, learn
from them, and use the experience to improve their performance.

Empathy: Leaders must be able to understand and connect with the employees,
customers, and stakeholders, and show compassion, support, and care.

Communication: Leaders must be able to communicate effectively and transparently,

and listen to feedback, concerns, and suggestions from the employees, customers, and
stakeholders.

Collaboration: Leaders must be able to collaborate with the employees, customers,

and stakeholders, and foster teamwork, trust, and mutual respect.

The leadership characteristics that are required to sustain an organization during

challenging times include crisis management, creative problem-solving, and a strong
belief in the company's vision. These characteristics enable leaders to navigate the
challenges, build trust, loyalty, and brand reputation, and sustain the operations and
profitability of the organization. The case study of Southwest Airlines after the 9/11

Conclusion

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Leaders must reinforce their traits and guide and lead their subordinates in the right
path in order to attain goals and objectives in a well-organized manner. Honesty and
integrity, confidence, skills and abilities, commitment and passion, accountability,
delegation and empowerment, creativity and innovation, empathy, resilience,
emotional intelligence, humility, transparency, vision and purpose, teamwork, and
instructional strategies are characteristics of effective leadership. Integrity is the
practice of being truthful and adhering to moral and ethical standards on a constant
basis.

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Question 2

Introduction

Motivating employees and assisting them in doing their best takes time and
experience. But, as a business owner, there is nothing more fulfilling than assisting
others – as well as oneself – in reaching their full potential. Clear communication,
training, and gratitude are the essentials to being an effective motivator. You will
become a better leader if you employ the following strategies.

Southwest airlines kept its employees motivated after the 9/11 attack. This was done
through encouraging personnel to use their signature lighthearted attitude to business
to assist stranded customers in having fun at the movies or the local bowling alley. As
if that was not enough, instead of cutting off staff like other airlines, Southwest's then-
CEO, James Parker, stated just three days after 9/11 that the airline would retain all of
its employees and issue a profit-sharing bonus. The CEO also protected his
employees, which resulted in a stronger airline. These simple steps kept the
employees motivated.

Make sure your employees understand exactly what you expect of them. Before
hiring, describe the position and your expectations, and then reinforce these
expectations on a frequent basis. This may be a daily requirement for a new
employee. Later, it can be done less frequently. Never be ambiguous or generalize.
Always be straightforward. Employees want to know what you want them to do.

Take the effort to instruct your personnel on your business techniques and procedures.
Create a repeatable training method. It may take some time at initially, but it will be
worthwhile. Also, be adaptable. No matter how long you believe it will take to teach
someone, even with seasoned personnel, it usually takes much longer.

Nobody on your team is making mistakes for the sake of amusement, to spite you, or
to cause the firm to lose money. I've seen entrepreneurs become enraged over a

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simple mistake made by an employee, as if the individual did something wrong on
purpose. Take an employee's blunders with stride.

Employees should believe that what they are doing is significant to you and the
organization. This implies that everyone, including the person at the front desk, must
understand that how he or she interacts with people over the phone, via email, or in
person is critical to developing a respectful and professional image for the
organization. Everyone is important.
When purchasing furniture and equipment, keep your employees' health, time, and
satisfaction in mind. Don't scrimp on anything that will make someone's job simpler,
whether it's a copier or a computer. Don't overlook their comfort. Nobody wants to
work in a stuffy, cold workplace. Check that the heating and cooling systems are in
working order. Create an appealing environment that instills pride in employees.

Encourage staff to offer comments and ask questions. Take note of their suggestions.
Implement the ones that make sense, boost productivity, raise sales, or contribute to a
general sense of well-being in the workplace. Make sure they feel comfortable telling
you if they are having difficulty completing the task. You want as much time as
possible to collaborate with them to identify solutions.

If you're not sure how to treat an employee, ask yourself, "Is this how I'd like to be
treated?" Create the type of workplace in which you want to work. That can be tough
in today's fast-paced, ever-changing climate. When things get tough, take a deep
breath and pause for a minute to ponder. Put yourself in the shoes of your employee.
Consider the big picture, the long term. The best solution is to treat your employees
well.

Inform staff when things are going well. When there are problems, don't keep them in
the dark. There's no need to alert them of every glitch or setback, but you can let them
know when cash flow is tight and you need their assistance in keeping spending under
control. Celebrate each significant achievement, no matter how minor, with
something as easy as ordering a couple of pizzas (or whatever your team likes to eat).
Praise an employee in public so that everyone knows how much you appreciate them.
Sharing the excitement helps to keep staff motivated and pleased.

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This may seem obvious, yet poor management is one of the leading causes of
employee turnover. The pillars of this organization are things like respect, honesty,
support, and transparent communication. However, there is much more you can do to
be a great leader and mentor. If you're new to management, it's a good idea to study
some books on the subject – effective management, like any other skill, requires
knowledge and practice. Check out Amazon's best-selling management books or
Square's blog's personnel management section as a starting point. The long and short
of it is that if you're a good boss, your people will be more loyal to you.

People will stick with your company if they have a good reason to. So, if you want to
keep your good staff and keep them engaged, implementing an incentive program is a
fantastic idea. Perhaps it's a quarterly bonus. Perhaps it's a better commission
structure than the competition. Perhaps it is proposing to pay for more credentials.
Perhaps it's profit-sharing in your organization. People will be more likely to 1) do a
good work and 2) stay to see things through if they know they will be rewarded for a
job well done.

Giving your staff room to advance within the company is a great motivation,
especially if your firm is fast expanding. Yes, there's the lure of greater money, but
there's also the psychological component of feeling trusted and respected for their
work. If you're opening a second location, consider which of your employees would
be a good fit for a management position there. Consider developing someone who is
very skilled at inventory management to take over vendor relations entirely. When
you provide prospects for advancement to your finest employees, they adjust their
mindset from "this is just a side job" to "this could be a full-time profession."

It's wonderful to be satisfied with your work. In fact, it's one of the most important
aspects of job happiness. Work satisfaction can come from a multitude of sources,
ranging from knowing you produced the perfect cup of coffee to saving a house by
removing a dangerous tree. And, if your consumers show gratitude for these items,
make sure to share their comments with your personnel. This is particularly simple
using Square Feedback. During weekly meetings, many Square salespeople make it a
point to share all of the positive, encouraging feedback with their workers. Allowing

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your staff to know they made someone's day (or more) feels good and provides them a
stronger connection to your company.
Knowing how the business is doing makes your staff more invested. Make it a point
to share this information with them on a frequent basis. Fortunately, Square makes
this simple. You may send out daily, weekly, or monthly sales data, as well as
information about how many of your clients are new versus returning, using Square's
POS. Access to all of this data not only makes your staff feel like they're a vital part
of the company, but it also helps identify areas where things could be improved.

Technology has altered the way businesses run, as well as the way people work—or
the way we can work. If employees can (and are expected to) check business email on
their phones or finish assignments on their laptops from home, it's acceptable for them
to expect scheduling flexibility from their employers.

The CEO of Southwest Airlines, James Parker, demonstrated exceptional leadership

qualities during the difficult times after the 9/11 terrorist attacks. One of the key
efforts made by the CEO was to motivate employees to leverage their trademark fun
approach to business and help stranded customers enjoy themselves at the movies or
the local bowling alley. This approach not only helped to alleviate the stress of the
stranded customers but also helped the employees to feel that they were making a
positive contribution during a difficult time. Additionally, the CEO announced just
three days after 9/11 that the company would be keeping all of its employees and
issuing a profit-sharing payment, which protected the staff and ultimately led to a
stronger airline.

Motivating employees during difficult times is critical to ensure that they remain
engaged and productive. Some guidelines for generating motivated employee
behavior include:

Communicate frequently and transparently

Employees want to know what is going on and how they can help. Providing regular
updates on the situation, sharing the company's plans for moving forward, and being
transparent about any challenges can help to build trust and motivate employees.

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Show empathy

During difficult times, employees may be dealing with personal challenges in addition
to work-related challenges. Showing empathy and understanding can help to build a
sense of community and support.

Encourage creativity

Challenging times require creative problem-solving. Encouraging employees to share

their ideas and offering opportunities to try new approaches can help to foster a sense
of ownership and engagement.

Recognize and reward contributions

Recognizing and rewarding employees for their contributions during difficult times
can help to build morale and motivation. This can include verbal recognition,
bonuses, or other incentives.

Lead by example

Leaders who demonstrate resilience, optimism, and a positive attitude can help to
inspire employees and create a sense of shared purpose.

The efforts made by the CEO of Southwest Airlines during the difficult times after
9/11 demonstrate the importance of strong leadership during challenging times.
Motivating employees through effective communication, empathy, creativity,
recognition, and leading by example are key guidelines for generating motivated
employee behavior.

Conclusion

These are some crucial strategies for keeping your staff engaged, whether it's to entice
them to stay with you for the long haul or to return to your firm the following season.

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Question 3

Introduction

For many years, many people have confused leadership with directing, delegating,
and dominating. Slowly and steadily, however, everyone realizes the true meaning of
leadership, which goes beyond direction and control. Many experts have developed a
fresh definition of leadership, which claims that it is the achievement of a goal with
the cooperation of humans.

The leadership role is changing. Previously, leaders were viewed as bosses or

managers who followed a reward and punishment system. They are now viewed as
those who spread change within a company or team. They are selfless individuals who
use skills such as intuition, analytics, and others to stay abreast of the latest market
trends that support the organization's goals and objectives, as well as to bring
innovation to business processes and the tasks performed by the workforce in order to
reduce monotony and introduce creativity. Creativity was demonstrated when the
Southwest management encouraged personnel to use their typical lighthearted attitude
to business to assist stranded clients in having fun at the movies or the local bowling
alley.

According to experts, leaders serve as a link between the company and the employees.
Furthermore, they feel that effective leadership fosters a personal connection with
their coworkers in order to build a goal or target that vicariously meets the goals and
expectations of the workforce and the organization. It encourages and drives
employees to achieve corporate objectives with minimal resources. The connection
between the leadership and employees of Southwest airlines was aptly demonstrated
when instead of cutting off the employees like other airlines the organisation retained
them. This greatly motivated the employees and made them work hard to achieve
organisational objectives.

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In every business context, good leaders are thought to lead organizational
development and growth. They have the necessary skill sets to improve the efficiency
and productivity of numerous business processes, hence stimulating organizational
growth and development. The growing importance of intelligent leadership models
has prompted corporate organizations to hire leaders with diverse abilities that
provide a competitive advantage while also increasing business efficiency and
productivity.

Crises can occur at any time, and leaders must be prepared to respond effectively. In
the end, poor crisis management affects how customers see your brand. Customers
will notice if your company is uncommunicative and chaotic when calamity occurs.
By making their personnel accompany their clients to sports, Southwest Airlines
management displayed good crisis management abilities. This plainly demonstrated
how much the airline cared for its passengers, and it inspired people to remain loyal to
the company.

Market orientation and subsequent corporate innovation are both important.

commonly acknowledged to be necessary for survival and growth
organizations ( Damanpour, 2005). Porter (1990) claimed that by the late twentieth
century, most industrialized countries had Economies had progressed to a
"innovation-driven" stage which companies competed on how quickly and
profitably innovate. It is extremely crucial in this situation to gain a
improved understanding of the elements determining success. Firm innovation is
being developed.

Managers and executives cannot handle complicated business problems by simply

knowing what the product management life cycle is. Furthermore, the uncertainties
and complex business scenarios exacerbated by the 9/11 assault can exacerbate their
situation.

As a result, it is critical to apply new ideas to handle difficult business problems

wisely and efficiently. Southwest Airlines illustrated this notion very successfully in

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the aftermath of the 9/11 attacks when they required personnel to accompany clients
to games and movies.

One of the advantages of business innovation is increased productivity of individuals,

processes, and company models, among other things. Simply defined, innovation
provides new ideas to corporate executives in order to boost efficiency while using
fewer resources. Additionally, lowering commercial and other risks. Southwest
Airlines illustrated this notion very successfully in the aftermath of the 9/11 attacks
when they required personnel to accompany clients to games and movies.

For decades, business processes have remained mostly unchanged. However, with the
entrance of innovation in business, there has been a disruption, which is said to be the
result of freshness, creativity, and uniqueness. This also helps to distinguish the
company from the competition, resulting in higher revenue and market share.
Southwest displayed innovation by not laying off staff like the other airlines.

Managers and executives can design distinctive marketing tactics by thinking

innovatively or artistically. Develop promotional and advertising tactics to increase
market share and income, giving the organization a competitive advantage. Unlike
their competitors, Southwest's management did more than simply sit and wait. They
encouraged personnel to use their signature lighthearted attitude to business to assist
stranded customers in having fun at the movies or the local bowling alley.

"Organizational effectiveness" may appear to be a meaningless corporate phrase, yet

it is increasingly becoming a metric for firm performance. Indeed, it has recently
become such a hot topic that some universities are offering certificate programs
geared toward its application.

At its most basic, organizational effectiveness is a notion that assesses how fully and
efficiently a corporation fulfills its business objectives. An effective organization
functions like a well-oiled machine. Its moving elements work together smoothly to
provide the results that the company set out to attain with minimal loss of resources or
time.

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Strategy entails changing an organization's basic identity—how executives
characterize the organization's purpose and goals both internally and externally—to
include effectiveness and efficiency as essential values. The more your firm is known
for being "effective" and "efficient" by the market and Southwest employees, the
more these characteristics will be incorporated into each new project and aim.

Long-term objectives for a Southwest should be simplified and clarified through

organizational effectiveness. The more clearly these goals are defined at the strategic
level, the easier it is to translate them across departments.

Southwest Airlines' senior leaders displayed "visible and credible commitment" to

effectiveness policies in their communications, which had a trickle-down effect
throughout the organization. This is effectively reflected in the case study when the
CEO announced unequivocally that the company will keep all of its employees while
also making a profit-sharing payout.

Southwest Airlines' senior leaders displayed "visible and credible commitment" to

effectiveness policies in their communications, which had a trickle-down effect
throughout the organization. This is effectively reflected in the case study when the
CEO announced unequivocally that the company will keep all of its employees while
also making a profit-sharing payout.

Conclusion

Southwest sufficiently elucidated and demonstrated the fundamental and unparalleled

leadership, innovation and organisational effectiveness par excellence after the 9/11
attacks.

Question 4

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Introduction

Management and leadership are not the same thing. Despite this, management and
leadership share many similar responsibilities, such as dealing with people and
persuading others to achieve goals. Management skills are used to plan, construct, and
coordinate organizational structures in order to achieve missions and goals, whereas
leadership skills are used to focus on potential change by defining direction, aligning
people, motivating, and inspiring. Leadership and management must work together.
They are not synonymous. They are, nonetheless, inextricably related and
complementary. Any attempt to separate the two is likely to create more issues than it
solves.

Management and leadership are essential for providing high-quality services.

Although the two are comparable in some ways, they may include different outlooks,
abilities, and behaviors. Good managers should aim to be good leaders, and good
leaders must have management skills in order to be effective.

Leaders will have a vision of what can be accomplished, convey it to others, and
develop tactics for achieving the vision. They can motivate others and bargain for
resources and other forms of assistance to help them reach their goals. Managers
make certain that the available resources are adequately structured and used to
achieve the best results. To obtain the best outcomes in the resource-constrained and
tough circumstances of many low- to middle-income countries, a manager must also
be a leader.

One would believe that all managers are leaders, however this is not true because
some managers do not exert leadership, and some people lead despite not holding any
management responsibilities. As a result, there is ongoing debate concerning the
distinction between leaders and managers. Some academics contend that, while
management and leadership overlap, they are not synonymous (Bass, 2010).
Furthermore, the degree of overlap is a source of contention (Yukl, 1989). In fact,
some people regard them as polar opposites, believing that a strong leader cannot be a
good manager and that the opposite is true (Ricketts, 2009).

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Leadership and management require a distinct set of actions or duties. While leaders
and managers share certain similarities in that they both use specific powers to
influence others in order to achieve specific goals, there are also some significant
variances (Northouse, 2007). While managers keep the workplace running smoothly,
leaders test the current position and encourage new functions, so they are looking for
long-term goals (Yukl, 1989). For optimal performance in today's fast-paced
workplace, organizations require both efficient management and effective leadership
(Kotterman, 2006).

Leadership is the process of bringing about constructive, non-incremental change by

careful planning, vision, and strategy. Workforce empowerment and adaptable
decision-making are also important leadership characteristics. People frequently
associate leadership with one's position in an organization. However, titles,
management, or personal objectives have nothing to do with leadership. It is also not
limited to personality attributes like improved vision or a charming demeanor.

It is more of a social influence mechanism that maximizes the efforts of others toward
the achievement of a common objective. It is the result of social influence and
necessitates the use of human resources to accomplish the desired results. A leader, as
defined by James Parker, is someone who always takes the initiative and works hard
to achieve the company's objective. That is the only reason why others begin to follow
them.

It is more of a social influence mechanism that maximizes the efforts of others toward
the achievement of a common objective. It is the result of social influence and
necessitates the use of human resources to accomplish the desired results. A leader, as
epitomized by James Parker, is someone who always takes the initiative and works
hard to achieve the company's objective. That is the only reason why others begin to
follow them.
Management entails carrying out pre-planned duties on a regular basis with the
assistance of subordinates. A manager is solely responsible for carrying out the four
essential management activities of planning, organizing, leading, and controlling.
Managers can only become leaders if they carry out their leadership tasks effectively,

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which include communicating both good and bad news, providing inspiration and
advice, and encouraging people to achieve higher levels of productivity.

Unfortunately, not all managers are capable of doing so. Managerial responsibilities
are frequently mentioned in a job description, with subordinates trailing behind due to
their professional title or classification. A manager's major concentration is on
attaining organizational goals; they rarely consider anything else. The ability and
privilege to promote, hire, or reward personnel based on their performance and
behavior come with the title.

Management's role is to control a group or collection of individuals in order to

achieve a specific goal. Leadership is defined as an individual's ability to influence,
motivate, and empower others to contribute to the success of an organization.

Management is in charge of directing an organization, a group, or a collection of

organizations to achieve a specific goal. Managing entails ensuring that day-to-day
operations are carried out as planned. A leader communicated with the Southwest
team to set the tone, encourage, and motivate them.

To guide change, leadership necessitates a vision. Managers are focused with

attaining organizational goals through process implementation, such as budgeting,
organizational structure, and staffing, whereas leaders are concerned with thinking
forward and seizing chances.

It is possible to be both a manager and a leader. However, just because someone is a

terrific leader doesn't mean they'll be a great manager, or vice versa. So, what
distinguishes these two roles? We will now look at those variables in this leadership
vs management post.
Visionaries are regarded as leaders. They chart the course for the organization's
expansion. They are always assessing where their company is, where they want to go,
and how they might get there by involving the team. Southwest's leadership clearly
believed in the organization's vision.

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Managers, on the other hand, set out to achieve organizational goals by executing
processes like budgeting, organizational structuring, and personnel. Managers' vision
is linked to implementation techniques, planning, and organizing work to achieve
leaders' goals. However, in the context of commercial environments, both of these
responsibilities are as significant and demand collaborative efforts.

Managers attain their objectives through the use of coordinated actions and tactical
processes. They break down long-term goals into little chunks and organize available
resources to achieve the desired result.

Leaders, on the other hand, are more concerned with how to align and influence
people than they are with how to assign tasks to them. They accomplish this by
supporting individuals in envisioning their role in a larger context and the potential
for future growth that their efforts may provide.

A leader inquires about what and why, whereas a manager inquires about how and
when. To fulfill their obligations as a leader justice, one may question and challenge
authority to reverse actions that are not in the best interests of the team. If a
corporation hits a stumbling block, a leader will be the one to come up and ask, What
did we learn from this? and why has this occurred?

Managers, on the other hand, are not compelled to assess and analyze failures. Their
job description highlights the importance of asking How and When, which helps them
ensure that plans are carried out correctly. They would rather accept the status quo
than try to change it.

A manager is a role that often refers to a specific job inside the structure of an
organization, whereas the phrase leader is more ambiguous. Leadership emerges as a
result of actions, as proven by James Parker, who took the critical step of not laying
off employees at Southwest Airlines. James Parker's actions motivate others to do
their best. It doesn't matter what his title or position was. A manager, on the other
hand, is a job title that comes with a set of responsibilities.

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A manager is a member of an organization who is in charge of carrying out the four
fundamental management functions: planning, organizing, leading, and controlling.
Are all managers, however, leaders?

Most managers are also leaders, which includes communication, encouragement,

offering inspiration and advice, and motivating staff to perform at a greater level.

Regrettably, not all managers are leaders. Some managers have inadequate leadership
skills, and employees obey their managers out of obligation rather than because they
are persuaded or inspired by the leader. Other airline executives made terrible
managerial mistakes by laying off employees following the 9/11 attacks.

Managerial responsibilities are typically outlined in a job description, with

subordinates following as a result of the professional title or classification. A
manager's primary focus is on meeting organizational goals and objectives; they often
do not consider anything else. Managers are held accountable for their acts as well as
those of their subordinates. The authority and privilege to promote, hire, fire,
discipline, or reward employees depending on their performance and behavior come
with the position.

Managers are held accountable for their acts as well as those of their subordinates.
The authority and privilege to promote, hire, fire, discipline, or reward employees
depending on their performance and behavior come with the position.

The main distinction between management and leadership is that leaders do not
always hold or occupy a management job. Simply defined, a leader does not have to
be someone in positions of authority inside the business; a leader can be anyone.

Leaders, as opposed to managers, are followed because of their personality, behavior,

and convictions. A leader personally invests in activities and initiatives and exhibits a
strong work ethic. Leaders are vested in the success of their followers, enabling them
to achieve their objectives—which are not always organizational objectives.

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The main distinction between management and leadership is that leaders do not
always hold or occupy a management job. Simply defined, a leader does not have to
be someone in positions of authority inside the business; a leader can be anyone.

Leaders, as opposed to managers, are followed because of their personality, behavior,

and convictions. A leader personally invests in activities and initiatives and exhibits a
strong work ethic. Leaders are vested in the success of their followers, enabling them
to achieve their objectives—which are not always organizational objectives.

Conclusion

A leader's authority over his followers is not always tangible or official. Temporary
authority is granted to a leader and can be conditional on the leader's capacity to
consistently inspire and encourage their supporters. When it comes to leadership,
subordinates are obligated to obey orders, however following is optional. Leadership
relies on employee inspiration and trust; those who desire to follow their leader may
do so at any time. Leaders, in general, are those who challenge the status quo.
Leadership is flexible, visionary, nimble, creative, and adaptable.

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