Jet Blue Leadership

David Neeleman, founder of JetBlue airway, garnered support for his raw(a) airline in part exploitation fervencyal appeals directed at investors and politicians, as fountainhead as potential partners. He distributed to convince s unbrokenics that he could make his theme of a low cost airline work. Some say Neeleman was successful by sheer force of his personality (Kreitner, 2005, p. 378). Neelemans primary power base of credit entry 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 fewer hours before. Neeleman has more than just the power of his personality, though. His amaze and knowledge of the airline industry was recyclable when it came to recruiting top 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 em otional intelligence (EQ), Neeleman has shown that he has the power to manage his emotions and behaviors, indicating a high EQ. Neeleman expects to succeed, handles setbacks with ease, and looks at issues with an pilot film perspective.His ability to relate to everyone from baggage handlers to primal investors and charm them all is a locution of his ability to manage familys 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 leading style closest resembles the team anxiety style described by Robert Blake and Jane mutton (Kreitner, 2005). This emphasis on people is patent in the daily interactions he has with the employees of JetBlue.Neeleman says, I want them to know that I rate what they do (Salter, 2004, p. 3). This balance of high touch on for both profitability and the people deep down the organization has created an atmosphere of respect and self-assertion (Kreitner, 2005). James McGregor Burns says that a transformational attracter is a master of change (Kreitner, 2005). This comment certainly might be use to David Neeleman. Neeleman, who has successfully started three airlines, see opportunity that others miss. Another characteristic of a transformational attracter 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 in addition has characteristics of a servant leader, as seen in his ability to communicate his vision, encourage trust, and his belief in his own insight and inspiration (Kreitner, 2005). He believes that the best bosses practice servant lead helping others do their jobs kick downstairs (Salter, 2004, p. 2). Neeleman has been successful in turning his ideas into a profitable airline.Althoug h he is no lasting with JetBlue, I believe Neelemans leadership ability and innovative thinking provide give him opportunity for success in anything he decides to do. Neeleman has strength of character that is patent in the way he conducts himself. His think on customer service and his relationship with his employees demonstrate his social and professional abilities. time at JetBlue, Neeleman would pitch in with the trajectory crew, working alongside them, creating the JetBlue experience bulky service that fosters loyal customers (Salter, 2004). His idea of loyal customers has helped the airline find success where others beget failed. JetBlues customers can be fanatical in their devotion to the airline (Brer, 2010), and this devotion has kept JetBlue flying high. References Brer, J. (2010, process 12). Airline Stocks Cruising up(a) After Two Turbulent Years. Retrieved March 13, 2010, from http//www. dailyfinance. com/story/investing/airline-stocks-cruising-upward-after-tw o-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/ mag/82/jetblue. html? page=0,5