Selection of Leadership
The report helps in the analysis of the different characteristics of the leader by crucially analysing the development, achievements along with the capability of the leader in an efficient manner. The main focus in the analysis is required to be analysed which will help in enhancing the understanding the struggles which have been experienced by the leader. For the chosen leader, the critique is required to be analysed by the different stakeholders. The leader who has been chosen in this respect is Alan Joyce who is the CEO of the Qantas Airways.
Alan Joyce is the Australian businessman who was born in the year 1966 in 30th June. He was originally from Ireland and he is the chief executive officer of Australian airline named Qantas. The nationality of Alan Joyce is Iris-Australian and by occupation, he is the successful businessman in the present scenario. Joyce was born along with raised in Tallaght which is now a suburb of Dublin. Furthermore, there are different kinds of achievements which were received by Alan Joyce such as he is the Ambassador of the Australian indigenous Education foundation and he was the most influential leader in the 2011 which was been described in The Australian (Birasnav, 2014).
There were different struggles which was faced by Alan Joyce in the personal along with in the professional life. In the personal front, this was seen that there was huge humility faced by him during the success and there was less confidence during the setbacks. There were different kinds of hurdles which was faced by Alan Joyce as in the past he used to lack the managerial kind of effectiveness as he did not have much knowledge on the strategic thinking along with guiding the change which was not effective in nature (D’Innocenzo, Mathieu & Kukenberger, 2016).
On the professional front, there were different kinds of issues faced by Alan Joyce which was inclusive of the different kinds of issues in making the airlines successful in comparison to the other competitors in the entire market. The leadership of Alan Joyce was questioned as the different individuals felt that he followed the autocratic leadership style and this was the main cause of the failure of the Qantas Airways (Collinson & Tourish, 2015).
According to the different stakeholders of Qantas Airways, there were different kinds of criticisms which affected the leadership of Alan Joyce in a negative manner. The employees of Qantas felt that the managerial decisions which were taken by Alan Joyce and there was lack of accountability in the nature of Alan Joyce. The employees of Qantas felt that the CEO had lack of clear vision and there was no such articulation of the behaviour as well (Financial Review, 2018).
Leadership Characteristics of Alan Joyce
In an article, it was being reported that after becoming the chief executive officer of Qantas in November 2008, Alan Joyce has led Qantas through one crisis after the other and this led to the downfall of Qantas in the previous years. There was a global shut down of the different operations of Qantas wherein there was industrial dispute and Alan Joyce did not take any step in an active manner against the same (“What we can learn from Alan Joyce’s “Pie in the Face””, 2018). There were on going criticisms faced by him from the trade unions, different shareholders, industry experts along with the loyal customers as well.
The other aspect which was considered by Alan Joyce was the person has overseen net after tax losses of more than $2.5 billion in the past and this was the other major aspect which was required to be analysed by Alan Joyce, however there was no such action which was taken by Joyce against the same.
Moreover, this was being noticed that the employees felt that there was poor execution of Alan Joyce in order to execute the different kinds of strategies in an effective manner. The employees were not satisfied with the work which was being performed by Alan Joyce and this demotivated the employees ineffectively. There was no such kind of progress in the motivation provided to employees which affected the demotivation among the different employees. Therefore, these are the different kinds of criticisms which were faced by Alan Joyce during his journey with Qantas (Hallinger & Chen, 2015).
On the other hand, there are different criticisms faced by the leader of Qantas Airlines Alan Joyce from the different customers who travel with Qantas. Due to the incorrect decision which was taken by Alan Joyce regarding the various financial crisis. Due to the soaring of the price of the petrol, this was being noticed that Qantas was under huge financial pressure, as there were other competitors in the market which were performing better than Qantas and this was a huge pressure on them (Day, Gu & Sammons, 2016). The customers blamed that the leadership of Alan Joyce was not successful as the main problem which was found that as a leader, Alan Joyce felt his decisions are final and the subordinate’s decisions were not taken into action as well.
As a leader, Alan Joyce tried to achieve the different goals which are necessary for making the different kinds of decisions in an effective manner (“Alan Joyce voted Australia’s top CEO”, 2018). There are different kinds of aspects which are required to be taken into consideration which will help in understanding that there are various things which can be learnt from the leadership style of Alan Joyce. As Alan Joyce would no doubt attest, however this takes a huge kind of personal courage for the CEO in order to draw a strong line in sand and the great kind of resilience to move forward in an efficient manner (Demirtas, 2015).
Critiques of Alan Joyce’s Leadership
There were different kinds of criticisms about Alan Joyce from the various stakeholders in the organization. However, these all did not affect the leadership confidence and quality of Alan Joyce (Chuang, Jackson & Jiang, 2016). Despite having the entire support from the entire board along with the team of leadership, the person has put his name along with the personal brand to such a situation wherein this will remain ambiguous along with complex in nature (Donate & de Pablo, 2015).
The leadership quality which is most interesting in the Alan Joyce’s nature is that the person is the situational kind of leadership. From Alan Joyce, this could be analysed that there are different kinds of aspects which could be learnt from the leadership aspect which was followed by Alan Joyce. As a situational leadership, when a decision is needed, an effective kind of leader does not fall into the single preferred style which is transformational or transactional leadership style (Gamble & Thompson, 2014).
There are different variables of the situational leadership approach which is required to be analysed in an efficient manner. The major effort of the different subordinates is required to be taken into consideration which helps in motivating the different individuals in performing the different activities in an efficient manner. This was seen and analysed that there was external kind of coordination along with cooperation and cohesiveness among the employees in an efficient manner (Bird & Mendenhall, 2016).
There are different kinds of learnings which can be learnt from the leadership style of Alan Joyce which are as follows:
Taking expertise in the face of adversity which requires an unwavering self-belief is the first aspect in which this can be seen and analysed that throughout the whole period, Joyce has led from the front wherein there are different kinds of facing of media constantly along with being constantly visible in their approach (Hoch, Bommer, Dulebohn & Wu, 2016). He tried to delegate the different tasks among the different employees, however during the crisis situation, he did not feel the same as the viable option and this led to the analysis of the being situational leader.
Dealing with the global complexity along with evolving the operation environment is required helicopter view along with the ability to look to the future is the other nature of Alan Joyce. Alan Joyce has argued throughout the entire dispute wherein the decision to ground the airlines was all about long term future of Qantas in the entire context of global aviation sector and the main aim of Alan Joyce is not about short-term opportunistic wins on conditions and wages (Gopee & Galloway, 2017).
Recommendations for Alan Joyce
These are the two different lessons which have been learnt from leadership of Alan Joyce and this is the main aspect of motivation provided to the individuals. The intention from the different article is not to lionise Alan Joyce, but this is required to be understand the different difficulties and struggles which have been faced by him during the previous times. Engelen, Gupta, Strenger and Brettel (2015), has commented that there are three major kind of forces which has led to leader’s action
There are different kinds of reasons wherein Alan Joyce was successful enough which helped in making him famous in nature. Criticism is the natural part of leadership and when no one is criticizing the leadership, then the person is not leading in a correct manner. Leadership is not the popularity contest as the leaders get paid to make the different kinds of difficult decisions. The main aim of Alan Joyce was not to react impulsively, as he tried to analyse the different aims of the employees working in the organization.
Secondly, this was seen that there was huge maturity in the role of Alan Joyce which helped him in handling the various kinds of operations of Qantas in an efficient manner. Alan Joyce did not take any kinds of criticisms personally as the main motive of Alan Joyce was to turn the criticism into opportunity. Alan Joyce commented in different articles that criticism is the other way of learning outcomes and this helped him in becoming famous in all the operations while following the situational leadership style during his tenure. The main motive of the aspect is described as failure along with steady hand in the equal measure.
- He is reliable in handling the different kinds of activities in an efficient manner as Alan Joyce tries to handle the different grievances of the employees in an efficient manner
- Alan Joyce has the capability of handling the different kinds of activities in such a manner which will help in managing the activities appropriately
- There is lack of attachment in Alan Joyce as the person is not transformational leader and this is affecting the overall ineffectiveness of the firm in a negative manner
- There were times when Alan Joyce underestimated the different kinds of viewpoints of the employees in the organization in a negative manner
There are few ethical issues which are required to be considered in leadership in which this can be seen that Alan Joyce has faced different ethical issues wherein in the present scenario, this was noticed that Alan Joyce did not take the opinion of the different employees and this affected the overall ineffectiveness of the firm in a negative manner. There were few policies which were not being followed by Alan Joyce and this affected the overall effectiveness of the firm and the leadership approach followed by Alan Joyce.
Therefore, this can be recommended that Alan Joyce can follow the transformational leadership style along with situational leadership approach. When the person will be following transformational leadership style, this will help Alan Joyce in handling the different grievances of the employees and analysing their opinions regarding the different matters as well.
Learnings from Alan Joyce’s Leadership Style
Conclusion:
Therefore, this can be concluded that leadership is one of the most crucial aspect which is required to be analysed in order to lead a group of members. Furthermore, this can be seen and analysed that ethics can become complex while handling the team members, however this can be solved with managing the different operations in a positive manner. Alan Joyce tried to avoid to see the different crisis as unbearable kind of problems and this helped in managing the different operations so successfully after so many criticisms as well.
References:
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Engelen, A., Gupta, V., Strenger, L. & Brettel, M., (2015). Entrepreneurial orientation, firm performance, & the moderating role of transformational leadership behaviors. Journal of Management, 41(4), pp.1069-1097.
Financial Review. (2018). Alan Joyce: CEO and national leader. [online] Available at: https://www.afr.com/opinion/editorials/afr-business-person-of-the-year-alan-joyce-ceo-and-national-leader-20171214-h04t17 [Accessed 29 Sep. 2018].
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Hoch, J.E., Bommer, W.H., Dulebohn, J.H. & Wu, D., (2016). Do ethical, authentic, & servant leadership explain variance above & beyond transformational leadership? A meta-analysis. Journal of Management, p.0149206316665461.
What we can learn from Alan Joyce’s “Pie in the Face”. (2018). Retrieved from https://thewest.com.au/business/aviation/what-we-can-learn-from-alan-joyces-pie-in-the-face—a-lesson-for-leaders-and-managers-ng-b88470802z
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