Case Study: Fletcher Jones and Continental Airlines Managerial Leadership
CASE STUDY:
FLETCHER JONES AND CONTINENTAL AIRLINES
MANAGERIAL LEADERSHIP
CONTENTS
INTRODUCTION 3
SYNOPSIS 3
THEORY OF THE BUSINESS 4
COMPETING VALUES FRAMEWORK 5
4 + 2 FORMULA 7
THE FIVE PRACTICES OF EXEMPLARY LEADERSHIP 10
CONCLUSION 12
REFERENCES 14
APPENDIXES 15
Appendix 1 – Theory of the Business 15
Appendix 2 – Competing Values Framework 16
Appendix 3 - 4 + 2 Model 17
Appendix 4 – 4 + 2 Model 17
Appendix 5 – Five Practices of Exemplary Leadership Model 18
INTRODUCTION
This case study will examine the strengths and weaknesses of the managerial leadership of Fletcher Jones and Continental Airlines.
In turn, four key managerial theories will be used, Drucker (1994) The Theory of the Business, Quinn et al (2011) Competing Values Framework, Nohria et al (2003) 4 + 2 Formula, and Kouzes and Posner (2007) The Five Practices of Exemplary Leadership to compare and contrast the two companies, to identify any similarities and differences which may exist between the two styles of managerial leadership and if any patterns for success exist.
SYNOPSIS
FLETCHER JONES
A Fabric of a Dream – the Fletcher Jones Story (2007) is the story of how a stammering, shell-shocked World War One Veteran, who’d left school at 12, took to the road as a hawker and ended up creating a national icon. A story of a visionary man, one who was creative and adaptive in the way he managed his business. It is also the story of his vision to create a cooperative, Fletcher Jones and Staff, based on his inspiration from Kagawa a Japanese Christian Pacifist a labor activist. Managers and workers were equal – this was the culture Fletcher Jones was trying to create. He created a family. At one point the staff owned 71% of the business. Fletcher Jones died in 1977 around the same time a number of changes were taking place. The company had thrived in the
FLETCHER JONES AND CONTINENTAL AIRLINES
MANAGERIAL LEADERSHIP
CONTENTS
INTRODUCTION 3
SYNOPSIS 3
THEORY OF THE BUSINESS 4
COMPETING VALUES FRAMEWORK 5
4 + 2 FORMULA 7
THE FIVE PRACTICES OF EXEMPLARY LEADERSHIP 10
CONCLUSION 12
REFERENCES 14
APPENDIXES 15
Appendix 1 – Theory of the Business 15
Appendix 2 – Competing Values Framework 16
Appendix 3 - 4 + 2 Model 17
Appendix 4 – 4 + 2 Model 17
Appendix 5 – Five Practices of Exemplary Leadership Model 18
INTRODUCTION
This case study will examine the strengths and weaknesses of the managerial leadership of Fletcher Jones and Continental Airlines.
In turn, four key managerial theories will be used, Drucker (1994) The Theory of the Business, Quinn et al (2011) Competing Values Framework, Nohria et al (2003) 4 + 2 Formula, and Kouzes and Posner (2007) The Five Practices of Exemplary Leadership to compare and contrast the two companies, to identify any similarities and differences which may exist between the two styles of managerial leadership and if any patterns for success exist.
SYNOPSIS
FLETCHER JONES
A Fabric of a Dream – the Fletcher Jones Story (2007) is the story of how a stammering, shell-shocked World War One Veteran, who’d left school at 12, took to the road as a hawker and ended up creating a national icon. A story of a visionary man, one who was creative and adaptive in the way he managed his business. It is also the story of his vision to create a cooperative, Fletcher Jones and Staff, based on his inspiration from Kagawa a Japanese Christian Pacifist a labor activist. Managers and workers were equal – this was the culture Fletcher Jones was trying to create. He created a family. At one point the staff owned 71% of the business. Fletcher Jones died in 1977 around the same time a number of changes were taking place. The company had thrived in the
References: Kouzes, J. and Posner, B. 2007, “The Five Practices of Exemplary Leadership”, in Jossey-Bass (eds), The Leadership Challenge, 4th edition, Hoboken, pp. 3-26. Peter Drucker’s (1994) - Theory of the Business – Assumptions and Specifications Assumptions | Specifications | Appendix 2 Quinn et al (2011) - Competing Values Framework Appendix 3 Nohria et al (2003) – 4 + 2 Formula – Winner, Loser, Climber &Tumbler Nohria et al (2003) – 4 + 2 Formula – Primary and Secondary Management Practices Four Primary Management Practices | Secondary Management Practices | Appendix 5 Kouzes and Posner (2007) - Five Practices of Exemplary Leadership Model - 5 key practices and 10 commitments