Question-1: Describe the ways Greg Brenneman provided attention to three areas of the triad of awareness & demonstrate the areas that could have been paid more attention
Question-2: Explain the ways Greg Brenneman and Fletcher Jones effectively identified the three recurring paradoxes
Question-3: Explain the business theory that could evaluate the actions of Greg Brenneman and justify whether Greg Brenneman had the transformational business model or not
Question-4: Demonstrate the ways Greg Brenneman require adapting to overcome two obstacles that were discussed by Staats and Gino and describe the alignments of the actions of Greg Brenneman with two secrets of the super bosses that were outlined by Finkelstein
Question-5: The ways of the actions of Fletcher Jones and Greg Brenneman suggested that their business demonstrates the Purpose-driven perspective
The report demonstrates the leadership and management capacity of Greg Brennan and Fletcher Jones who run their own business effectively. Greg Brenneman provided attention to the development of continental flight plans in the context of constructing a new corporate culture and increasing revenue. Fletcher Jones established a retail and cloth designing and manufacturing business in the Victorian town with the strict principles of decency, fairness, and integrity. The report focuses on three recurring paradoxes that were identified by Greg Brenneman and Fletcher Jones for establishing an effective leadership illustration. The report highlights the actions of Greg Brenneman and Fletcher Jonesthat illustrates the purpose-driven perspective to successfully enlarge the business community.
The continental airlines have undergone a profitable and dramatic turn around since the previous few years. The primary concern of the leadership approach is to attain the direction towards the welfare of the continental airlines. Greg Brenneman cultivated the three triads of awareness areas to properly balance the entire business arena of the continental airlines. The triad of awareness enlightens the unique business strategy and extensive business model that increase the height of success (Renz, 2016). Greg Brenneman focuses on Continental new flight plans, customer desires, and clean house to describe the triad of awareness. These are illustrated below.
The continental new flight plan triad- The leaders of the continental airlines contrived the go-forward plan that constitutes four strategic planning. As CEO and chairperson of the Continental airlines, Greg Brenneman prepared the blueprints of the business cultural development and ensured a satisfactory journey for the passengers. Fly to win plan focused on the core assets of the Continental airlines to quit flight scheduling schemes that invited the extensive asset losses (Thorpe, 2016). The fly to win plan explored the passenger mix and revised the marketing policies for maintaining a balanced relationship with the corporations, and travel agencies. Future funding exploited the track cash and reconstructed the balance sheet to satisfy the secured liquidity goals. The real market reliability illustrated on-time performance, customer complaint management, protest against the baggage mishandles, and involuntary denied boarding. Greg Brenneman improved the image of flight through add phones, first-class seat offering, and exterior & interior paints (Willis et al., 2017). Working together strategy restored the confidence of the employees in management and established reliable and consistent flight schedules. The new proposed flight plans remain as the strategic backbone of the Continental air industry.
Customer desire triad- Greg Brenneman decided to concentrate on the desired attribution of the customers instead of cutting operating costs. Greg Brenneman concentrated on the achievement of the maximum customer experiences that helped Continental Airlines to increase the revenue faster than its overall costs (Gopee and Galloway, 2017). The alignment of customer safety, reliable baggage handling, on-time flight journey, and excellent meal facilities successfully cultivate the triad of awareness.
Clean house triad- The identical team which led the Continental Airlines in the crisis period was hardly apt to get their efforts back on the correct operational track. The increments of the turnaround of the Continental Airlines reflect the assignment of new employees with fresh business ideas and sweep out the older ones (Hawkins, 2017). It is strongly believed by Greg Brenneman that the triad of awareness could be cultivated by assuming the clean house concept. Greg Brenneman appointed the new members of Continental airlines based on their IQ knowledge, willing to accept challenges, and team management capabilities
Greg Brenneman required paying more attention to a survey on each suggestion of the employees regarding the flight planning. The lousy services of Continental airlines defame its goodwill and Greg Brenneman required concentrating on the improvement of lousy services to attract the customers. The air condition long scheme of the Continental Airlines was not up to the mark (Thibault et al., 2019). Greg Brenneman needed to focus on the development of the air condition scheme to uplift the business venture of Continental Airlines. It is important to inform the passengers about the flight delay. Greg Brenneman had to pay attention to the flight delay announcement.
The paradox demonstrates the unique phenomenon that seems counterintuitive in some context. The organisational behaviour considered as the paradoxical discipline (Banks et al., 2016). Both Greg Brenneman and Fletcher Jones could effectively address three recurring paradoxes through the illustration of the unique managerial illustration. The three recurring paradoxes are described below.
Paradox 1- Leadership effectiveness- The effectiveness of the leaders depends on the captivity of the leaders to handle the situation by demonstrating a stable span of traits. Both Greg Brenneman and Fletcher Jones addressed that extroverted leaders can illustrate the outgoing communication and level of aggressiveness can evaluate the complex situation (Boamah et al., 2018). Greg Brenneman mentioned that the development of Continental Airlines required emergence leaders to cultivate the stable business context. Fletcher Jones mentioned that the leaders become less effective if they are not directly engaged with the tasks and the extroversion preference in that case regretfully does not carry the significant meaning (Boamah et al., 2018). Both Greg Brenneman and Fletcher Jones addressed that strong cooperation and motivational sense helps to encourage the team members.
Paradox-2- Influencing groups- The group can possess cultures that constitute three interrelated areas such as unspoken assumptions, value, and artefacts. Both Greg Brenneman and Fletcher Jones pointed out that unspoken assumption invites the way of thinking, values highlights the way of caring, and the artefacts invite the way of collaborating the five senses and physical value manifestations (Buil et al., 2019). Alternatively, the ineffective leaders are seeking the way of influencing the culture starting from the level of the artefact. Both Greg Brenneman and Fletcher Jones addressed that the effective leaders concentrate on the underlying assumption and the individual is not willing to change without illustrating the correct assumptions (Renz, 2016). Both Greg Brenneman and Fletcher Jones addressed that the common professional mindset eradicates the cultural influence of the group leaders and the underlying assumptions.
Paradox-3- The best suited for the leadership roles- This is the third paradox that can be addressed through the leadership preferences. Greg Brenneman stated that the collaboration of ideas and suggestions are useful to achieve the best-suited leadership preferences. Fletcher Jones believed in the quality, values, and scientific innovation that expressed the entrepreneurial skills of leading the team (Renz, 2016). Both Greg Brenneman and Fletcher Jones addressed that the best leaders are not seeking leadership roles and emerged themselves in a particular mindset.
The actions of Greg Brenneman can be described by Schumpeter's innovation theory as this theory is parallel to the other investment progression of the business cycle. According to Schumpeter's theory, the cyclical process demonstrates the exclusive innovation results for the organisation. Schumpeter's innovation theory addresses the modification of new production methods and reveals the curtain from the new plan illustration (Thorpe, 2016). Greg Brenneman deployed the new flight plans for Continental Airlines to develop airline services through the inclination of the four strong strategies. Schumpeter's innovation theory refers to the inclination of new strategies to uplift the industrial performance. Greg Brenneman followed two approximation stages that incline the primary effect of the new flight plan ideas and manages the subsequent responses achieved from the new flight plan ideas (Thorpe, 2016). The four strategies of the new flight plans invite successful conveyors for Continental Airlines. Greg Brenneman was aware of the customer satisfaction goals, and fundraising deployment that achieved the subsequent response from the concerned passengers. Schumpeter innovation theory justifies the economic equilibrium to increase the effectiveness of Continental Airlines in the context of meeting business obligations.
Figure-1: Schumpeter’s innovation theory
The transformational business model identifies the required changes and creation of an extensive vision to guide the businessmen to develop a flexible business texture. The transformational business model concentrates on both customer preferences and the price effectiveness to create a positive value for the business. Greg Brenneman had a transformational business model besides Schumpeter's innovation theory that developed the entire management and leadership quality. Continental Airlines suffer from the scarcity of proper communication that introduces misunderstanding and task overlapping (Thorpe, 2016). Greg Brenneman could realise the implementation of the latest Airline technologies and set up the toll-free hotline to ensure 24*7 customer service and stay connected with the employees and concerned stakeholders. Greg Brenneman could penetrate the risk assessment view that strongly supports the creation of new business values (朴哲峰, 2018). Therefore, it configures that Greg Brenneman strictly followed the transformational business model.
Figure-2: Transformational leadership
Continental Airlines faced a difficult situation in the context of bankruptcy texture that reflected the awareness of Continental Airlines about customer preferences. The business of Continental Airlines had undergone a ruined condition. Greg Brenneman concentrated on the detailed statement of Staats and Gino to overcome the two obstacles (Thorpe et al., 2017). The extensive efforts of Greg Brenneman and the unique business idea implantation helps Continental Airlines into a prestigious situation. There mentioned two obstacles that thumb down the entire business texture of Continental Airlines that were discussed by Seats and Gino along with its solutions.
Finkelstein outlined the actions of Greg Brenneman with two secrets of the super bosses that carried his extensive team management and decency leadership deployment. Greg Brenneman could have conformed to the classical communication overview to confront the bad news to the employees but Greg Brenneman opposed the technique (Thibault et al., 2019). Greg Brenneman personally visited Greensboro and delivered the bad news to the employees that carried a higher degree of transparency and fairness. It proved the dedication of Greg Brenneman towards his works and the welfare of the employees. Greg Brenneman followed three business practices including shared vision, paving the way of act enabling, and model demonstration that highly admired the former CEO of Continental Airlines.
From both case studies of Greg Brenneman and Fletcher Jones, it is defined that the measurement unit of the managerial leadership constituted the simultaneous business fit. It is strongly believed that the way of business illustration for both Greg Brenneman and Fletcher Jones was not easier and both of them had to face a lot of challenges to establish their name as famous business personnel. Societal welfare was the main motto of these two businesses but obviously in a different way (Banks et al., 2016). Fletcher Jones not only concentrated on the factory introduction but also focused on the correct employment coordination and cooperation (Gezza, 1967).
The motto of Fletcher Jones was to enlighten the organisational success in the fashion industry and he treated each worker as a crucial segmentation of the business. Greg Brenneman was the CEO of the Continental Airlines and he worked with the continental co-workers. Although the organisational environments were different in both the cases of Fletcher Jones and Greg Brenneman, both of them demonstrate the purpose-driven perspective to enlighten the business venture (Boamah et al., 2018). The purpose of Fletcher Jones was to deliver a quality of clothes and design the clothes with the authentic raw materials and ensure that the customers we're not ripped off. The purpose of Greg Brenneman was to concentrate on the customer values of the regular business travelling coaches. It could state that both the businesses had a great outcome through the business model realisation.
The purpose-driven business demonstrates a strong stand for the business initialisation and takes necessary actions that harm the natural consequences of the business. The purpose-driven business possesses an exact span of purpose to demonstrate a better organisational strategy and prospective roadmap for holding the economic equilibrium conditions. Both Fletcher Jones and Greg Brenneman believed in the purposeful business-driven that plays as the central role of business success (Boamah et al., 2018). Both Fletcher Jones and Greg Brenneman maintained the paradigm of purpose-driven business to recognise the negative as well as positive consequences of the business market. The decency and the cooperative tendency of Fletcher help to construct a better business texture to spread the names of his cloth industry (Buli et al., 2019). The go-forward plans and five turnaround lessons development of Greg Brenneman help him to construct a purposeful meaning of business collaboration.
After the entire assessment of the case study, it configures that the effective business model selection can change the way of implementing better business consequences. Continental Airlines faced bankruptcy that created a harmful effect on the entire business. Greg Brenneman developed the transformational business model that helps him to solve the critical market and business solution. The excellent customer experience and customer handling capacity helps to uplift the entire business preferences for both the clothing industry as well as for Continental Airlines. The report sheds light on the actions of both Fletcher Jones and Greg Brenneman for the purpose-driven business demonstration.
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Boamah, S.A., Laschinger, H.K.S., Wong, C. and Clarke, S., 2018. Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing outlook, 66(2), pp.180-189.
Buil, I., Martínez, E. and Matute, J., 2019. Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, pp.64-75.
Gezza, 1967. “Sir Fletcher Jones A Great Australian”, Available at: https://www.youtube.com/watch?v=Hu-B_YuK1r0 [Accessed on 3rd May, 2020]
Gopee, N. and Galloway, J., 2017. Leadership and management in healthcare. 1st Edition. Sage: U.S.
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Thibault, T., Gulseren, D.B. and Kelloway, E.K., 2019. The benefits of transformational leadership and transformational leadership training on health and safety outcomes. In Increasing Occupational Health and Safety in Workplaces. Edward Elgar Publishing.
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Willis, S., Clarke, S. and O'Connor, E., 2017. Contextualizing leadership: Transformational leadership and Management‐By‐Exception‐Active in safety‐critical contexts. Journal of Occupational and Organizational Psychology, 90(3), pp.281-305.
朴哲峰, 2018. “The fabric of a dream 768K”, Available at: https://www.youtube.com/watch?v=En335Pz5-x8 [Accessed on 3rd May, 2020]
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