Case Study: Fletcher Jones and Continental Airlines Managerial Leadership Essay

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CASE STUDY:
FLETCHER JONES AND CONTINENTAL AIRLINES
MANAGERIAL LEADERSHIP

CONTENTS

INTRODUCTION 3
SYNOPSIS 3
THEORY OF THE BUSINESS 4
COMPETING VALUES FRAMEWORK 5
4 + 2 FORMULA 7
THE FIVE PRACTICES OF EXEMPLARY LEADERSHIP 10
CONCLUSION 12
REFERENCES 14
APPENDIXES 15
Appendix 1 – Theory of the Business 15
Appendix 2 – Competing Values Framework 16
Appendix 3 - 4 + 2 Model 17
Appendix 4 – 4 + 2 Model 17
Appendix 5 – Five Practices of Exemplary Leadership Model 18

INTRODUCTION

This case study will examine the strengths and weaknesses of the managerial leadership of Fletcher Jones and Continental Airlines. …show more content…
98) “reality has changed, but the theory of the business has not changed with it.”

COMPETING VALUES FRAMEWORK

Quinn et al (2011 pg. 12) has developed the Competing Values Framework an integrated model that focuses on “both –and” assumptions, where contrasting behaviors could be needed and enacted at the same time to assist managers as they grapple with complexity, ambiguity and paradoxical demands. There are four models of organizing in the Competing Values Framework and each assumes different criteria of effectiveness – Collaborate, Control, Compete and Create (Appendix 2). This model is used to understand the strengths and weaknesses of the managerial leadership of Fletcher Jones and Continental Airlines.

Collaborate is an area that both businesses showed strong leadership where they created and sustained commitment and cohesion Quinn et al (2011 pg. 18). In the Fletcher Jones business an example of this was how the business was, at one time, 71% owned by the staff and called Fletcher Jones and Staff. An employee of Fletcher Jones said, “ Fletcher Jones helped a lot, alotta people” (The Fabric of a Dream – The Fletcher Jones Story, 2007). There was open and respectful communication from everyone. Part of Continental’s Flight Plan was Working Together, where there was a shared inspired vision and people’s opinions were respected. Brenneman (1998 pg. 176) changed the communication policy
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