David Neeleman best meets the definition of a leader, as leaders are tasked with setting the company’s goals in conjunction with other executives, as well as motivating employees to work towards achieving the company’s goals. Moreover, they are responsible for maximizing the organization’s performance by ensuring an efficient work environment for employees, providing guidance, as well as mentoring coworkers. Neeleman achieved the leader’s responsibilities in JetBlue as well as Azul airplane industry through demonstrating qualities of a leader. Firstly, he is visionary since he is driven and inspired by what the airline industry might become. He works towards development and steering new eras of innovation in the industry. He is optimistic about the industry’s future. For instance, he invented the ticketless air travel for seat reservations. The ticketless arrangement proved advantageous to customers since it relieved them the struggle and high costs of travelling to agent’s commission to obtain the ticket. Similarly, by introducing the ticketless air travel, Neeleman embraces technology and keeps up with its pace, given the customers’ expectations in this evolved digital era. Neeleman equally understands how necessary it is to inspire a sense of achievement and to let workers know their importance in the industry while they work towards attaining the company’s visions.
Secondly, David Neeleman is greatly committed to Azul airline industry. He is willing to get involved in contributing towards achieving the industry’s goals, and dedication to his beliefs of ensuring employees feel appreciated, and satisfying customers’ expectations. He is also committed to benefiting the society besides leading Azul to its success. Neeleman regularly stops at the call center to talk to trainees and reminding the executives the importance of talking to customers. By showing commitment towards the industry, he influences other employees to work with determination and pay attention to their leader. Committed workers do not get discouraged easily during hard times, they will always find solutions to problems by whichever means.
Finally, David Neeleman is enthusiastic. He is passionate about his leadership role in Azul industry as well as his work as the industry’s CEO. He follows up the industry’s performance and progress and ensures that every operation is executed perfectly. He listens to other opinions and accepts challenge when he understands its value to the industry’s goal. Neeleman is a source of inspiration and motivator to his employees. Enthusiastic leaders are often responded to more openly and considered as part of the team working to attain the company’s vision.
The three examples that disqualifies David Neeleman as a manager include; first, his goal of ensuring that every employee is happy about their job and every customer is extremely satisfied with the services offered at Azul airplane, disqualifies him as a manager since managers are only tasked with ensuring that each employee executes their daily tasks regardless of how they feel about the job. It is a leader’s duty to ensure that employees are motivated and work in a friendly environment.
Second, his belief that success comes from changing people’s lives and contributing to society rather than simply making money, does not fit him as a manager since a manager’s sole duty is to ensure that the organization flourishes in terms of making money, which is usually the main goal of many business organizations. The managers are responsible for tracking how money flows in and out of the organization to ensure accountability. Changing people’s lives are strategies used by leaders to build the image of an organization, while benefiting the community.
Lastly, Neeleman’s obsession of staying in touch with customers and employees fails him as a manager since managers delegate duties of keeping in touch with customers to employees. Additionally, managers are tasked with providing oversight and direction to employees according to the formulated strategies and policies of the organization and expect accountability.
The key elements of JetBlue’s culture include; emphasis on teamwork, prioritizing customers’ needs and expectations, delegating duties to employees according to their strengths, in addition to constant interaction of managers with employees and customers. The JetBlue management understands the value of teamwork in an organization, thus emphasizes teamwork operations. It engages every personnel in its operations, who channel new ideas and contribute in decision making for the betterment of the organization. Additionally, teamwork builds employees’ morale especially when their work yields better results, for instance, when an improvement in productivity is recorded. JetBlue prioritizes customers’ needs by ensuring that the services offered by the airline meet the customers’ expectations accordingly. The airline leaders constantly keep in touch with the customers to understand and address their concerns. In 2007, the JetBlue instituted a passenger bill of rights in order to retain their high-valued customers. Constant interaction of the leaders and managers with the employees and customers has led to JetBlue’s success in the competitive airline industry. The leaders acknowledge that the well-being of employees reciprocates welfare of the customers, thereby, employees are treated well to reflect the company’s philosophy. Moreover, the frequent interaction enables the industry’s leaders to identify and rectify weak points through listening and obtaining feedback from customers and employees. Delegating duties to employees according to their strengths is an element that has spearheaded JetBlue’s success. Each employee works to ensure effective delivery of his or her duty.
Firstly, leaders have the responsibility of hiring competent workers who understand the value of preserving and promotion the organization’s culture. The new hires must acquaint and internalize the company’s operations. All employees and stakeholders share the organization’s beliefs and values, which are supported by policies and structures established by leaders. Leaders must ensure that all employees are aligned with the interests of the organization, which engineers the effectiveness of performance as well as productivity.
Secondly, in order to develop a high-performance organizational culture, leaders should be role models to all employees, given that their behavior greatly shapes the organization’s culture. The degree to which ethics is emphasized in the organization’s culture is defined by the leader’s actions and behavior. Therefore, leaders should constantly practice the organization’s culture and demonstrate good behavior in order to influence the coworkers positively. Role modelling guarantees implementation of organization culture, which creates a healthy working environment, thus a successful organization.
Finally, leaders are tasked with implementing the reward systems in the organization. These systems are advantageous in maintaining the culture of the organization through rewarding good behavior and punishing bad ones. Moreover, praising a job well done by leaders promotes the culture of the organization and motivates the employees to continually work harder. Implementation of the reward system eventually improves the overall results of the organization including, leaders’ and employees’ relationship, performance and productivity as well as customer satisfaction.