Jet Blue Leadership

David Neeleman, crock up of JetBlue airline, garnered support for his new airline in part using inspirational appeals directed at investors and politicians, as sound as potential partners. He managed to convince skeptics that he could make his idea of a low apostrophize airline work. Some say Neeleman was successful by sheer military force of his personality (Kreitner, 2005, p. 378). Neelemans primary power base of reference as can be seen in the way airline employees view him. tom turkey Krizek, JetBlue pilot, verbalize, I would walk through a burning building for him (Salter, 2004 1).Surprisingly, this was said after meeting Neeleman only a few hours before. Neeleman has more than yet the power of his personality, though. His experience and k flatledge of the airline industry was useful when it came to recruiting tweet employees to JetBlue, as an expert in the airline industry, his track record served him well (Kreitner, 2005, p. 379). Using Daniel Golemans concept of emotio nal intelligence (EQ), Neeleman has shown that he has the office to manage his emotions and behaviors, indicating a high EQ. Neeleman expects to succeed, handles setbacks with ease, and looks at issues with an original perspective.His expertness to look up to everyone from baggage handlers to key investors and charm them all is a reflection of his efficacy to manage relationships and social interaction. Neeleman admits he has an attention deficit disorder, and uses this knowledge to his advantage. This self-awareness and ability to manage his weaknesses has been an important factor in Neelemans continued success. Neelemans leadership style closest resembles the team management style describe by Robert Blake and Jane Mouton (Kreitner, 2005). This emphasis on tribe is apparent in the daily interactions he has with the employees of JetBlue.Neeleman says, I want them to know that I mensurate what they do (Salter, 2004, p. 3). This balance of high concern for both profitability and the people within the organization has created an atmosphere of respect and trust (Kreitner, 2005). James McGregor destroy says that a transformational leader is a master of change (Kreitner, 2005). This description certainly might be applied to David Neeleman. Neeleman, who has successfully started three airlines, see prospect that others miss. Another characteristic of a transformational leader seen in Neeleman is charisma.Neal Moszkowski, board ingredient of JetBlue, says, His presence, coupled with the strength of his team, was staggering (as cited by Kreitner, 2005, p. 380). Neeleman also has characteristics of a retainer leader, as seen in his ability to communicate his vision, encourage trust, and his faith in his own insight and inspiration (Kreitner, 2005). He recollects that the best bosses practice handmaiden leadership helping others do their jobs better (Salter, 2004, p. 2). Neeleman has been successful in number his ideas into a profitable airline.Although he is no longer with JetBlue, I believe Neelemans leadership ability and innovative thinking will pass around him opportunity for success in anything he decides to do. Neeleman has strength of character that is unembellished in the way he conducts himself. His focus on customer table helper and his relationship with his employees demonstrate his social and professional abilities. While at JetBlue, Neeleman would pitch shot in with the flight crew, working alongside them, creating the JetBlue experience great service that fosters loyal customers (Salter, 2004). His idea of loyal customers has helped the airline find success where others comport failed. JetBlues customers can be fanatical in their obedience to the airline (Brer, 2010), and this devotion has kept JetBlue flying high. References Brer, J. (2010, March 12). Airline Stocks Cruising Upward After dickens Turbulent Years. Retrieved March 13, 2010, from http//www. dailyfinance. com/story/investing/airline-stocks-cruising-upw ard-after-two-turbulent-years/19394820/ Kreitner, R. (2005). Foundations of management. Boston Houghton Mifflin Company. Salter, C. (2004, May 1). And now the hard part. Retrieved March 13, 2010, from http//www. fastcompany. com/magazine/82/jetblue. html? page=0,5