RANA AZIZAH RAMADHANI

22022161

Q.1.
1.1. Vision emphasizes on organization’s main goal while mission focuses on
steps how to get to visions.
1.2. Values are the beliefs and the foundation of someone or organization
which is important because it determines someone’s or organization’s
decisions in everything they decided to deliver and perform. Values of ‘me’:
Southwest Airlines values every employee, manager or director as an
individual who has freedom to do be the best version of him/herself which the
company encourages to do so. Values of ‘we’: employees, managers and
directors as social creature are encouraged to be connected and cooperative
with each others so they will achieve organization’s goals together. Values of
‘Southwest Airlines’: employees, managers and directors are part of one big
organization or company which is Southwest Airlines and they are integrated
to do one big goal together which is delivering their best services to the
customers and particularly as the goals written in the company.
1.3. BIG 5 LEADERSHIP TRAITS (Daft, 2014):
1. Optimism
2. Self Confidence
3. Honesty
4. Integrity
5. Drive
Kelleher has strong personality traits of integrity and drive. Kelleher is highly
motivated and driven to run the company and do his duty as a main leader by
creating visions that cares of customers and employees then implements
them to real actions. Thus, Kelleher has the integrity to act accordance with
solid ethical principle by treating his employees very well and ensure them to
treat the customers well.
1.4. Source of Power:
1. Formal (Positional) Power
a) Coercive - punishment under leader’s command
b) Reward - compensation of leader’s ability for others.
 c) Legitimate - where people are appointed to a position with
legitimate responsibilities
2. Personal Power
a) Expert - comes from skill of the leader
b) Referent - comes from people’s respect and appreciation
toward the leader based on their perception toward the leader
c) Information - leader’s control of the information

Kelleher significantly take the advantage of his power as a leader by exploring

the legitimate, reward and referent powers. He’s legitimately appointed as the
CEO of Southwest Airlines and create company’s vision and mission and
gave efforts to achieve them. He then rewards his employees by always
helping them improve their work and work’s environment. As a result, he earn
appreciation from the employees and customers and has referent power.

Q.2.
2.1. Mary Bennett demonstrates Katz’ interpersonal skill. She shows
compassion to others which we can see on her doings at the Trade Union.
She enters the negotiation room full of smiles, looking very relaxed and
serene. She looked genuinely pleased to see them - she is so genial and
approachable and listened with such focus and concentration made the Union
officials feel heard and valued.
2.2. Big 5 personalities by Goldberg:
1. Conscientiousness – impulsive, disorganized vs. disciplined, careful
2. Agreeableness – suspicious, uncooperative vs. trusting, helpful
3. Neuroticism – calm, confident vs. anxious, pessimistic
4. Openness to Experience – routine, practical vs. imaginative,
spontaneous
5. Extraversion – reserved, thoughtful vs. sociable, fun-loving
The Big Five, while not completely thorough, include almost all terms linked to
personality. Mary Bennett is strongly calm and has high level of self
confidence which is shown in the way she attended meetings with a lot of
people looking content. She is always responsible with the actions she took
by being present in every moment she’s needed.
2.3. Reasons why leaders like Mary, who exhibit traits can face criticism:
 She’s a responsible leader. She knows that every choice has a
consequence and she’s willing to face everything that comes after.
 She’s skillful and confident with what she has. She is brave and knows
that she finds solution that can help her to solve problems that happens to
the company.
 She’s highly experienced. She has been working in the industry for long
time that shape herself and the power she has now.
 She has people who supports her. She’s kind and helpful especially
towards her employees that help her more motivated to face criticism and
to solve the problems.
2.4. The qualities or attributes that an individual possesses that enable them
to be an effective leader are referred to as leadership traits. Integrity,
empathy, communication abilities, and the capacity to motivate others are a
few examples of these qualities. On the other side, a leader's decision-making
and communication methods are referred to as their leadership styles. There
are many distinct types of leadership, including democratic, laissez-faire,
authoritarian, and democratic. The exact activities and conduct that a leader
exhibits in order to accomplish their objectives and inspire their group are
referred to as leadership behaviors. Setting goals, giving feedback, assigning
work, praising and rewarding success, and communicating clearly with
teammates are a few examples of these actions.
Q.3. An effective leader does not need to be a manager, but a manager
must have leadership qualities.
Two essential elements for successful organizational performance are
management and leadership. They are distinct roles with different skill sets
and competencies, albeit having certain similarities. Although a manager must
possess leadership traits, a leader need not be a manager to be a successful
leader.
The ability to influence, motivate, and direct others toward a common
objective is a typical definition of leadership. According to the trait theory of
leadership, effective leaders have certain natural qualities, such as
intelligence, charisma, and confidence (Zaccaro, 2007). An knowledgeable
leader, for instance, can grasp complicated issues quickly and come up with
solutions. A charismatic leader can inspire and motivate people to achieve a
common goal, while a confident leader can make difficult decisions with
conviction. Another theory of leadership is the situational leadership theory.
This theory suggests that effective leaders are able to adapt their leadership
style to fit the situation (Hersey & Blanchard 1977). For example, a leader
may need to be more directive in a crisis situation, but more delegative when
dealing with an experienced and motivated team. In contrast, management is
often defined as the process of planning, organizing, and controlling
resources to achieve specific objectives.

According to the traditional management theory, managers are in charge of

managing and directing organizational resources to maximize effectiveness
and efficiency (Taylor 1911; Fayol 1916). Planning, organizing, and regulating
are emphasized as crucial managerial tasks in this paradigm. The
contingency theory is an additional management philosophy that contends
there is no one ideal method for managing an organization (Woodward,
1980). Instead, managers must adapt their management approach to the
unique circumstances, taking into account the culture, objectives, and external
environment of the firm. Although the functions of management and
leadership are distinct, they are nonetheless complimentary and
interconnected. Both management and leadership are necessary for
successful enterprises. While a leader who recognizes the value of planning,
organizing, and regulating can make sure that the company is efficient and
productive, a manager who possesses leadership skills may inspire and
motivate their team to accomplish a common goal.

In conclusion, a manager must possess leadership skills but a leader does not
necessarily need to be a manager. Although the tasks of management and
leadership are similar, they require different skill sets and skills. Effective
managers can plan, coordinate, and oversee resources to accomplish
specified goals, whereas effective leaders can motivate and inspire others
toward a shared target. Management and leadership are both essential to the
success of a company, and managers who have strong leadership skills can
contribute significantly to that success.
References:

Daft, R.L. (2014) The leadership experience. South-Western Cengage

Learning.

Mullins, L.J. and Christy, G. (2016) Management & Organisational Behaviour.

Harlow, England: Pearson.

Smith, P.E. (2012) Organizational behaviour. Routledge.

Stogdill, R.M. (1948). Personal factors associated with leadership: A survey of

the literature. Journal of Psychology, 25(1), 35-71.

Zaccaro, S.J. (2007). Trait-based perspectives of leadership. American

Psychologist, 62(1), 6-16.

Hersey, P., & Blanchard, K.H. (1977). Management of organizational

behavior: Utilizing human resources. Prentice-Hall.

Taylor, F.W. (1911). The principles of scientific management. Harper &

Brothers.

Fayol, H. (1916). General and industrial management. Pitman.

Woodward, J. (1965). Industrial organization: Theory and practice. Oxford

University Press.

Lawrence, P.R., & Lorsch, J.W. (1967). Organization and environment:

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