Jet Blue Leadership

David Neeleman, founder of JetBlue airline, garnered support for his new airline in fall in using inspirational appeals directed at investors and politicians, as well as potential partners. He managed to convince skeptics that he could make his idea of a humble cost airline work. Some say Neeleman was successful by sheer 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 Krizek, JetBlue pilot, said, I would walk through a burning building for him (Salter, 2004 1).Surprisingly, this was said afterward meeting Neeleman only a few hours before. Neeleman has more than just the power of his personality, though. His experience and knowledge of the airline industry was useful when it came to recruiting top employees to JetBlue, as an technological in the airline industry, his track record served him well (Kreitner, 2005, p. 379). Using Daniel Golemans concept of emotional intelligence (EQ ), Neeleman has shown that he has the ability to manage his emotions and behaviors, indicating a spicy EQ. Neeleman expects to succeed, handles setbacks with ease, and looks at issues with an original perspective.His ability to relate to everyone from baggage handlers to key investors and charm them all is a reflection of his ability to manage relationships and social interaction. Neeleman admits he has an forethought 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 focusing style described by Robert Blake and Jane Mouton (Kreitner, 2005). This emphasis on people is apparent in the daily interactions he has with the employees of JetBlue.Neeleman says, I want them to know that I value what they do (Salter, 2004, p. 3). This balance of high concern for both profitability and the people within the organ ization has created an atmosphere of respect and trust (Kreitner, 2005). James McGregor fire 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 opportunity that others miss. other characteristic of a transformational leader seen in Neeleman is charisma.Neal Moszkowski, board member 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 servant leader, as seen in his ability to communicate his vision, encourage trust, and his faith in his own insight and inspiration (Kreitner, 2005). He believes that the best bosses practice servant leadership helping others do their jobs better (Salter, 2004, p. 2). Neeleman has been successful in turning his ideas into a profitable airline.Although he is no longer with JetBlue, I believe Neeleman s leadership ability and advance(a) thinking will give him opportunity for success in anything he decides to do. Neeleman has strength of character that is evident in the way he conducts himself. His focus on customer service and his relationship with his employees demonstrate his social and professional abilities. While at JetBlue, Neeleman would pitch 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 have failed. JetBlues customers can be fanatical in their veneration to the airline (Brer, 2010), and this devotion has kept JetBlue flying high. References Brer, J. (2010, March 12). Airline Stocks Cruising Upward After Two Turbulent Years. Retrieved March 13, 2010, from http//www. dailyfinance. com/story/investing/airline-stocks-cruising-upward-after-two-turbulent-years/19394820/ Kreitner, R. (2005). Foundations of m anagement. Boston Houghton Mifflin Company. Salter, C. (2004, May 1). And now the onerous part. Retrieved March 13, 2010, from http//www. fastcompany. com/magazine/82/jetblue. html? page=0,5