PROJECT REPORT ON

GENERAL MANAGEMENT

A STUDY OF LEADERSHIP STYLES IN THE AIRLINES INDUSTRY WITH

RESPECT TO RICHARD BRANSON AND VIRGIN ATLANTIC AIRLINES

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE

OF
MASTER OF MANAGEMENT STUDIES
UNIVERSITY OF MUMBAI

Submitted by Mr. Saad Haque

ROLL NO. 2022064

Batch: 2022-2024

Under The Guidance of Dr. M. Gowri Shankar

LALA LAJPATRAI INSTITUTE OF MANAGEMENT

MAHALAXMI, MUMBAI – 400 034

1
 DECLARATION

I hereby declare that this project report submitted by me to the partial fulfillment of the
requirement for the award of MASTER OF MANAGEMENT STUDIES (MMS) of the
University of Mumbai is a bonafide work undertaken by me and it has not been submitted to any
other University or institution for the award of any other degree or diploma certificate or
published any time before.

Name: Saad Haque

Roll No. 2022064 Signature of the student

Saad Haque

2
 Certificate

This is to certify that the “A study of leadership styles in the airlines industry with respect to
Richard Branson and Virgin Atlantic Airlines”, has been
successfully completed by Mr. Saad Haque during the MMS II, SEM IV in partial fulfillment of
the Master’s degree in Management Studies recognized by the University of Mumbai for the
batch [2022–2024]. This project work is original and has not been submitted earlier for the award
of any degree, diploma or associateship of any other University/ Institution.

Date : 31st March 2024

------------------------------ -----------------------------
Dr. H.J.Bhasin Dr. M. Gowri Shankar
Director Project Guide

3
 ACKNOWLEDGEMENT
This project has been a great learning experience for me. I take this opportunity to thank Dr. M.
Gowri Shankar, my internal project guide whose valuable guidance & suggestions made this
project possible. I am extremely thankful to him for his support. He has encouraged me and
channelized my enthusiasm effectively.

I express my heart-felt gratitude towards my parents Erfan Haque and Sara Haque, siblings
and all those friends who have willingly and with utmost commitment helped me during the
course of my project work.

I also express my profound gratitude to Dr. H.J.Bhasin, Director of Lala Lajpatrai Institute of
Management for giving me the opportunity to work on the projects and broaden my knowledge
and experience.

I would like to thank all the professors and the staff of Lala Lajpatrai Institute especially the
Library staff who were very helpful in providing books and articles I needed for my project.

Last but not the least, I am thankful to all those who indirectly extended their co-operation and
invaluable support to me.

4
 EXECUTIVE SUMMARY

This paper examines the importance of leadership styles within the airline industry, considering
the unique challenges and dynamics that characterize this sector. Drawing on a comprehensive
review of literature and case studies, the paper explores various leadership styles commonly
employed by airline industry leaders and their impact on organizational performance, employee
engagement, and customer satisfaction.

The airline industry is known for its complex and dynamic operating environment, marked by
fierce competition, regulatory scrutiny, and rapid technological advancements. Effective
leadership is essential for navigating these challenges and driving success in an increasingly
competitive market. The paper identifies several key leadership styles prevalent in the airline
industry, including autocratic, democratic, transformational, transactional, and servant
leadership, each with its own distinct characteristics and implications.

Transformational leadership focuses on inspiring and motivating employees to achieve higher

levels of performance and innovation, often through visionary leadership and charismatic
communication. This style of leadership has been associated with positive outcomes in terms of
employee satisfaction, organizational commitment, and financial performance. Transactional
leadership, characterized by a focus on rewards and punishments, may be effective in certain
operational contexts, such as ensuring compliance with safety regulations or achieving specific
performance targets.

Finally, servant leadership emphasizes empathy, humility, and a commitment to serving others,
placing the needs of employees and customers above personal interests. This style of leadership
has gained traction in the airline industry, where the customer experience is paramount, and
employee morale and engagement are critical drivers of success.

5
Along with understanding this, I have delved into the case study of Richard Bransonm the founder
of Virgin Atlantic Airlines and investigated his leadership style and what makes him a good
leader.

6
 Contents of General Management Project

Chapter Description Page No.

No.
1 INTRODUCTION TO LEADERSHIP 8

1.1 INTRODUCTION TO LEADERSHIP 9

THEORIES
1.2 INTRODUCTION TO LEADERSHIP 15
STYLES
1.3 LEADERSHIP SKILLS SHOWN BY 16
EFFECTIVE LEADERS
2 INTRODUCTION TO AIRLINE INDUSTRY 22
AND VIRGIN ATLANTIC
2.1 TOP AIRLINE INDUSTRY COMPANIES 23

2.2 INTRODUCTION AND HISTORY OF 27

VIRGIN ATLANTIC
2.3 INTRODUCTION TO RICHARD 30
BRANSON
3 LITERATURE REVIEW 33

4 BRANSON’S LEADERSHIP 45

5 IMPORTANCE OF EFFECTIVE 53
LEADERSHIP
6 RESEARCH METHODOLOGY 56

7 CONCLUSION 58

BIBLIOGRAPHY / REFERENCES

7
 CHAPTER 1: INTRODUCTION TO LEADERSHIP

What is leadership?

It’s a complex dance between influence, guidance, and the ability to inspire others towards a
shared vision. At its core, leadership is about creating a positive impact, steering individuals or
groups towards a common goal.

Effective leaders possess a unique blend of traits. Vision is paramount. They articulate a clear
picture of what needs to be achieved, igniting enthusiasm and purpose within their followers.
Leaders are also strategic thinkers, capable of formulating plans that bridge the gap between the
present and the desired future.

But leadership isn’t solely about grand pronouncements. It’s about fostering a collaborative
environment. Great leaders empower others, recognizing and leveraging individual strengths.
They delegate tasks effectively, nurturing a sense of ownership and responsibility within their
teams. Communication plays a vital role. Leaders must be able to articulate their vision clearly,
while also being receptive to feedback and fostering open dialogue.

Leadership isn’t without its challenges. Difficult decisions are inevitable, and navigating conflict
requires a level of emotional intelligence. Leaders must inspire trust, acting with integrity and
demonstrating a willingness to admit mistakes. They must also be adaptable, capable of adjusting
course when faced with unforeseen circumstances.

Ultimately, leadership is not about wielding power or holding a title. It’s about inspiring others
to achieve their full potential, both individually and collectively. It’s about creating a positive
ripple effect, where a leader’s vision and actions empower others to become leaders themselves.
In this way, true leadership has the capacity to shape not just individuals or teams, but entire
communities and organizations.

8
 CHAPTER 1.1: INTRODUCTION TO LEADERSHIP THEORIES

Leadership theories are frameworks or models that attempt to explain how leadership works, what
qualities make a good leader, and how leaders can influence their followers or teams. These
theories have evolved over time and encompass various perspectives on leadership. Here’s a brief
overview of some key leadership theories and what their key concepts are

1. Trait theories of leadership: Trait theories of leadership propose that certain inherent qualities
or traits distinguish effective leaders from non-leaders. These theories emerged in the early 20 th
century and sought to identify the personality characteristics, abilities, and innate qualities that
predispose individuals to leadership roles. Traits such as intelligence, confidence, charisma,
decisiveness, integrity, and emotional intelligence were believed to be central to effective
leadership. Researchers conducted numerous studies to identify these traits, often comparing
leaders to non-leaders or examining the characteristics of successful leaders across different
domains. However, while trait theories contributed to our understanding of leadership, they have
been criticized for oversimplifying the complex nature of leadership and neglecting situational
and contextual factors that influence leadership effectiveness.

Trait theories laid the foundation for subsequent leadership research and provided valuable
insights into the qualities associated with leadership success. While contemporary leadership
theories have moved beyond solely focusing on traits, acknowledging the importance of
behaviors, situational factors, and followers’ characteristics, traits still play a role in shaping
leadership potential. Modern perspectives often integrate trait-based approaches with other
theories, recognizing that leadership effectiveness is a multifaceted phenomenon influenced by a
combination of personal attributes, behaviors, and situational contexts. Trait theories continue to
inform leadership development efforts, helping individuals identify and cultivate their strengths
while acknowledging the importance of adaptability and skill development in leadership roles.

9
2. Behavioural theories of leadership: Behavioral theories of leadership shift the focus from
inherent traits to observable behaviors exhibited by leaders. These theories emerged as a response
to the limitations of trait theories and sought to identify specific actions and styles associated with
effective leadership. Researchers aimed to understand how leaders’ behaviors influenced group
dynamics, productivity, and morale. Two prominent behavioral theories are the Ohio State
Studies and the University of Michigan Studies. The Ohio State Studies identified two key
dimensions of leadership behavior: consideration (concern for people) and initiating structure
(task orientation). Leaders high in consideration demonstrate supportive and respectful behaviors
towards their followers, while those high in initiating structure focus on organizing tasks and
setting clear expectations. The University of Michigan Studies distinguished between employee-
centered and job-centered leadership behaviors. Employee-centered leaders prioritize building
relationships and meeting employees’ needs, whereas job-centered leaders focus on task
accomplishment and efficiency. These behavioral theories laid the groundwork for understanding
leadership in terms of actions and behaviors rather than fixed personality traits, paving the way
for further research into leadership effectiveness.

3. Contingency theories of leadership: Contingency theories of leadership suggest that the

effectiveness of a leader depends on the interplay between various situational factors and the
leader’s behaviors or characteristics. Unlike trait or behavioral theories, which propose a one-
size-fits-all approach to leadership, contingency theories recognize that what works in one
situation may not work in another. One prominent example is Fiedler’s Contingency Model,
which posits that leadership effectiveness depends on the match between the leader’s style and
the situational favorableness, determined by leader-member relations, task structure, and leader’s
position power. Fiedler classified leaders as either task-oriented or relationship-oriented and
argued that the most effective leadership style depends on the situation’s favorability. Another
influential contingency theory is the Path-Goal Theory by House, which focuses on how leaders
10
can enhance followers’ motivation and performance by clarifying paths to goal achievement and
removing obstacles. This theory suggests that leaders should adapt their leadership style based on
the characteristics of their followers and the situational context to achieve desired outcomes.
Contingency theories emphasize the importance of flexibility and adaptability in leadership,
recognizing that effective leaders tailor their approach to fit the specific demands of each
situation.

4. Transformational theories: Transformational theories of leadership focus on the leader’s ability

to inspire and motivate followers to achieve extraordinary outcomes. Unlike transactional
leadership, which relies on exchanges of rewards and punishments, transformational leadership
involves stimulating followers’ intrinsic motivation, fostering their personal growth, and aligning
their goals with the organization’s vision. Transformational leaders articulate a compelling vision
that resonates with followers’ values and aspirations, inspiring them to transcend self-interest and
work towards collective goals. These leaders exhibit four key behaviors known as the 4 I’s:
idealized influence, inspirational motivation, intellectual stimulation, and individualized
consideration. Idealized influence involves setting a positive example and earning followers’ trust
and admiration through integrity and ethical behavior. Inspirational motivation entails
communicating a compelling vision and instilling enthusiasm and optimism among followers.
Intellectual stimulation involves challenging the status quo, encouraging creativity and
innovation, and fostering critical thinking among followers. Lastly, individualized consideration
involves providing personalized support, coaching, and mentoring to address followers’ unique
needs and aspirations.

Transformational leadership has been associated with numerous positive outcomes, including
increased follower satisfaction, engagement, and commitment, as well as enhanced team
performance and organizational effectiveness. By nurturing a shared sense of purpose and
empowering followers to reach their full potential, transformational leaders create high-
performing teams and foster a culture of innovation and continuous improvement. Moreover,
transformational leadership has been linked to organizational adaptability and resilience in the
11
face of change and uncertainty. While transformational leadership offers valuable insights into
how leaders can inspire and motivate others, it is not without its criticisms. Some scholars argue
that transformational leadership may be less effective in certain contexts or may require strong
ethical safeguards to prevent potential abuses of power. Nonetheless, transformational theories
of leadership continue to influence leadership development efforts and organizational practices,
emphasizing the importance of visionary and inspirational leadership in driving organizational
success.

5. Servant leadership: Servant leadership is a leadership approach that emphasizes serving others
as the primary objective of leadership. In contrast to traditional leadership models where the
leader’s focus is on accumulating power and advancing their own interests, servant leadership
centers on the well-being and development of followers. Servant leaders prioritize the needs of
their team members, seeking to support their growth, development, and success. This approach
is rooted in the belief that by serving others, leaders can inspire trust, foster collaboration, and
ultimately achieve superior organizational outcomes.

Key characteristics of servant leadership include empathy, humility, integrity, and a commitment
to serving others. Servant leaders actively listen to their followers, understand their needs and
concerns, and work to address them. They empower their team members, delegate authority, and
create opportunities for their growth and development. Servant leaders also lead by example,
demonstrating integrity, transparency, and a willingness to put the needs of others before their
own. Overall, servant leadership promotes a culture of service, mutual respect, and collaboration
within organizations, leading to enhanced employee engagement, satisfaction, and organizational
performance.

6. Authentic leadership: Authentic leadership is a leadership approach that emphasizes

genuineness, self-awareness, transparency, and integrity. Unlike traditional leadership models
that focus solely on achieving organizational objectives, authentic leadership places equal
importance on aligning personal values with professional actions. Authentic leaders strive to be
12
true to themselves and others, fostering trust, credibility, and meaningful relationships within
their teams and organizations. This approach is grounded in the belief that authentic leaders
inspire loyalty and commitment by staying true to their values, beliefs, and principles.

Key characteristics of authentic leadership include self-awareness, which involves understanding

one’s strengths, weaknesses, and values, and acting in alignment with them. Authentic leaders
also demonstrate transparency, openly sharing information and decisions with their team
members, and inviting feedback. Integrity is another central aspect of authentic leadership, as
leaders uphold ethical standards, demonstrate consistency between their words and actions, and
prioritize honesty and fairness in their interactions. Authentic leaders also cultivate meaningful
relationships, fostering an environment of trust, respect, and collaboration within their
organizations. Overall, authentic leadership promotes a culture of authenticity, accountability,
and empowerment, leading to enhanced employee engagement, motivation, and organizational
performance.

7. Charismatic leadership: Charismatic leadership is a leadership style characterized by the

leader’s ability to inspire and influence others through their personal charm, confidence, and
vision. Charismatic leaders possess a magnetic personality and an aura of authority that captivates
followers and motivates them to rally behind a shared vision or goal. These leaders often exhibit
strong communication skills, emotional intelligence, and a compelling presence that commands
attention and generates enthusiasm among their followers. Charismatic leadership is rooted in the
belief that the leader’s charisma and inspirational qualities can drive organizational success and
foster a sense of collective identity and purpose.

Key characteristics of charismatic leadership include visionary thinking, wherein leaders

articulate a clear and compelling vision of the future that resonates with followers’ values and
aspirations. Charismatic leaders are also highly persuasive communicators, capable of effectively
conveying their vision and inspiring followers to take action. They exude confidence, optimism,
and passion, instilling a sense of purpose and excitement among their team members.
13
Additionally, charismatic leaders often demonstrate empathy and authenticity, connecting with
their followers on an emotional level and building trust and rapport. Overall, charismatic
leadership can be a powerful force for driving organizational change, fostering innovation, and
mobilizing followers to achieve extraordinary outcomes.

8. Situational leadership: Situational theories of leadership propose that effective leadership is

contingent upon the specific circumstances or situations faced by the leader. Unlike trait or
behavioral theories, which suggest that certain traits or behaviors are universally effective,
situational theories recognize that the most appropriate leadership style depends on the context.
One prominent example is Hersey and Blanchard’s Situational Leadership Theory (SLT), which
posits that effective leaders adapt their leadership style based on the readiness or maturity level
of their followers. SLT identifies four leadership styles: directing, coaching, supporting, and
delegating, and suggests that leaders should match their style to the readiness level of their
followers, which is determined by their competence and commitment to the task. Another
example is the Contingency Model developed by Fiedler, which suggests that the effectiveness
of a leader depends on the match between their leadership style and the situational favorableness,
determined by leader-member relations, task structure, and leader’s position power. Situational
theories emphasize the importance of flexibility and adaptability in leadership, as leaders must be
able to adjust their approach to fit the demands of each unique situation.

14
 CHAPTER 1.2: INTRODUCTION TO LEADERSHIP STYLES

Leadership styles refer to the manner in which a leader interacts with their team members, makes
decisions, communicates, and influences others to achieve organizational goals. Different
leadership styles can have varying impacts on team dynamics, employee morale, and overall
organizational performance. Common leadership styles include autocratic, democratic, laissez-
faire, transformational, transactional, servant, charismatic, and situational, among others. Each
style is characterized by distinct behaviors, approaches, and philosophies, ranging from
authoritarian control to empowering collaboration. Effective leaders are often able to adapt their
leadership style to fit the needs of the situation and the individuals they are leading, fostering
engagement, motivation, and success within their teams. Let us take a look at the common styles
below:

1. Autocratic: Autocratic leadership is a leadership style characterized by centralized decision-

making authority, where the leader holds significant power and control over decision-making
processes. In an autocratic leadership approach, the leader typically makes decisions
independently, with little or no input from team members. Communication flows primarily in one
direction, from the leader to the team, and there is limited room for feedback or collaboration.
Autocratic leaders often provide clear instructions and guidelines, expecting strict adherence to
directives without much room for deviation. While this style can be effective in situations
requiring quick decisions or in environments where strict control is necessary, it can also lead to
decreased morale, motivation, and creativity among team members due to feelings of
disempowerment and lack of autonomy. Autocratic leadership may be appropriate in certain
situations, such as during emergencies or when dealing with inexperienced team members, but
its long-term effectiveness may be limited in fostering a positive and collaborative work
environment.

15
2. Democratic: Democratic leadership, also known as participative leadership, is a leadership
style characterized by the involvement of team members in decision-making processes. In a
democratic leadership approach, the leader seeks input and feedback from team members before
making decisions, valuing their opinions and contributions. Communication flows freely in both
directions, allowing team members to express their ideas, concerns, and suggestions. The leader
facilitates discussions and consensus-building, encouraging collaboration and empowering team
members to take ownership of their work. Democratic leaders promote a sense of inclusivity,
transparency, and accountability within the team, fostering trust and engagement among
members. While this style may take more time and effort to reach decisions compared to
autocratic leadership, it often leads to higher levels of employee morale, motivation, and
creativity. Democratic leadership is particularly effective in environments where diverse
perspectives are valued, complex problems require innovative solutions, and team members
possess relevant expertise and experience.

3. Laissez-Faire: Laissez-faire leadership, also known as hands-off leadership, is a leadership

style characterized by minimal interference or direction from the leader. In a laissez-faire
leadership approach, the leader delegates authority and decision-making responsibilities to team
members, providing them with autonomy and freedom to work independently. The leader
typically offers little guidance or supervision, allowing team members to determine their own
tasks, goals, and methods of execution. Communication may be limited, with the leader being
relatively passive and providing support only when requested by team members. While laissez-
faire leadership can promote creativity, innovation, and personal responsibility among team
members, it can also lead to ambiguity, lack of direction, and reduced accountability if not
implemented effectively. This style is most suitable in situations where team members are highly
skilled, self-motivated, and capable of working autonomously, but may be less effective in
environments requiring close supervision, structure, or guidance.

4. Transformational: Transformational leadership is a leadership style that focuses on inspiring

and motivating followers to achieve exceptional performance and outcomes. In this approach,
16
leaders strive to create a compelling vision of the future that resonates with the values and
aspirations of their team members. They articulate this vision in a way that inspires enthusiasm,
commitment, and a sense of purpose among followers. Transformational leaders demonstrate
charisma, confidence, and optimism, serving as role models and earning the trust and respect of
their team members.

Transformational leadership is characterized by four key behaviors, often referred to as the “4

I’s”:
1. Idealized Influence: Transformational leaders lead by example, exhibiting high ethical
standards and integrity, which inspires followers to emulate their behavior.
2. Inspirational Motivation: They communicate a compelling vision and inspire enthusiasm and
motivation among followers to achieve shared goals.
3. Intellectual Stimulation: Transformational leaders encourage creativity, innovation, and critical
thinking among team members by challenging assumptions and promoting new ideas.
4. Individualized Consideration: They provide personalized support, mentoring, and coaching to
each team member, recognizing and addressing their unique needs and aspirations.

5. Servant leadership: Servant leadership is a leadership approach that emphasizes serving others
as the primary objective of leadership. In contrast to traditional leadership models where the
leader’s focus is on accumulating power and advancing their own interests, servant leadership
centers on the well-being and development of followers. Servant leaders prioritize the needs of
their team members, seeking to support their growth, development, and success. This approach
is rooted in the belief that by serving others, leaders can inspire trust, foster collaboration, and
ultimately achieve superior organizational outcomes.

6. Coaching leadership: Coaching leadership style is characterized by a leader who acts as a

mentor and guide to their team members, focusing on individual development and growth. Rather
than simply giving orders, a coaching leader works collaboratively with their team, providing
support, feedback, and guidance to help them reach their full potential. This style emphasizes
17
open communication, active listening, and empowerment, with the leader facilitating learning
opportunities and encouraging self-discovery among team members. By fostering a culture of
continuous improvement and investing in the personal and professional development of their
team, coaching leaders cultivate a highly motivated and engaged workforce, ultimately driving
greater success for the organization as a whole.

7. Visionary: Visionary leadership style is characterized by a leader who inspires and motivates
others by articulating a compelling vision for the future. These leaders possess a clear sense of
purpose and direction, and they effectively communicate their vision to their team, fostering
enthusiasm and commitment. They encourage creativity, innovation, and strategic thinking,
challenging the status quo and pushing boundaries to achieve ambitious goals. Visionary leaders
lead by example, demonstrating unwavering dedication to their vision and inspiring others to
follow suit. They empower their team members to contribute their ideas and perspectives, creating
a sense of ownership and collective responsibility towards realizing the shared vision. By aligning
their team around a common purpose and inspiring them to strive for excellence, visionary leaders
drive transformative change and propel their organizations towards success.

18
 CHAPTER 1.3: LEADERSHIP SKILLS SHOWN BY EFFECTIVE
LEADERS

Effective leaders possess a diverse range of leadership skills that enable them to inspire, guide,
and empower their teams to achieve organizational goals. Communication skills are essential,
allowing leaders to articulate their vision, provide clear instructions, and listen actively to their
team members’ feedback and concerns. Emotional intelligence is crucial for understanding and
managing both their own emotions and those of others, fostering empathy, rapport, and trust
within the team. Decision-making skills enable leaders to make informed and timely decisions,
weighing risks and benefits and considering the impact on stakeholders. Adaptability and
resilience help leaders navigate change and uncertainty, adjusting their approach to fit evolving
circumstances and maintaining composure in challenging situations. Additionally, effective
leaders demonstrate integrity, authenticity, and accountability, leading by example and upholding
ethical standards. Collaboration, delegation, and conflict resolution skills facilitate teamwork,
empower team members, and foster a positive and inclusive work environment. Overall, the
combination of these leadership skills enables effective leaders to inspire, motivate, and guide
their teams toward success. Let us take a look at what these skills are below:

Communication Skills: Effective leaders excel in both verbal and written communication. They
can articulate their vision, provide clear instructions, and convey complex ideas in a way that is
easily understood by others. They also listen actively, seeking feedback and input from team
members, and fostering an environment of open communication.
RE
Emotional Intelligence (EI): Leaders with high emotional intelligence understand their own
emotions and those of others. They can manage their emotions effectively, remain calm under
pressure, and empathize with the feelings and perspectives of their team members. EI enables
leaders to build strong relationships, resolve conflicts, and motivate their teams more effectively.

19
Strategic Thinking: Effective leaders have the ability to think strategically, envisioning the long-
term goals and direction of the organization. They can analyze complex situations, identify trends
and opportunities, and develop plans and strategies to achieve objectives while adapting to
changing circumstances.

Decision-Making Skills: Leaders must make numerous decisions every day, ranging from routine
tasks to high-stakes choices that impact the organization’s future. Effective leaders possess sound
judgment and the ability to make timely decisions based on available information, considering
potential risks and consequences.

Problem-Solving Skills: Leaders encounter various challenges and obstacles in their roles, and
they must be adept at finding solutions. They approach problems analytically, breaking them
down into manageable components, brainstorming creative solutions, and implementing effective
action plans.

Visionary Leadership: Visionary leaders have a clear and inspiring vision for the future of the
organization. They communicate this vision to their team, aligning them around common goals
and motivating them to work towards a shared purpose. Visionary leadership inspires innovation,
fosters engagement, and drives organizational change.

Adaptability: In today’s fast-paced and ever-changing business environment, adaptability is

crucial for leaders. Effective leaders are flexible and open to new ideas, able to pivot and adjust
strategies in response to evolving circumstances while maintaining focus on overarching goals.

Empowerment and Delegation: Leaders empower their team members by providing them with
autonomy, responsibility, and opportunities for growth. They delegate tasks effectively, trusting
their team to deliver results, and providing support and guidance as needed.

20
Coaching and Mentoring: Effective leaders act as coaches and mentors to their team members,
providing guidance, feedback, and developmental opportunities to help them reach their full
potential. They invest in the growth and success of their team, fostering a culture of continuous
learning and improvement.
Resilience: Leadership often involves facing adversity, setbacks, and challenges. Resilient leaders
maintain a positive attitude, persevere in the face of obstacles, and bounce back from setbacks.
They inspire resilience in their teams, creating a culture that embraces change and overcomes
obstacles with determination and resilience.

21
 CHAPTER 2: INTRODUCTION TO AIRLINE INDUSTRY AND VIRGIN
ATLANTIC AIRLINES

The airline industry plays a vital role in global transportation, connecting people and goods across
vast distances efficiently and swiftly. It encompasses a complex network of airlines, airports,
aircraft manufacturers, and various supporting businesses. Since the inception of commercial
aviation in the early 20th century, the airline industry has undergone significant evolution, driven
by technological advancements, changes in consumer preferences, regulatory developments, and
economic fluctuations. Today, the industry serves as a cornerstone of the global economy,
facilitating business travel, tourism, trade, and cargo transportation on a massive scale. Despite
facing challenges such as volatile fuel prices, regulatory constraints, and geopolitical
uncertainties, the airline industry continues to innovate and adapt, striving to enhance safety,
efficiency, and sustainability while meeting the evolving needs of travelers and businesses
worldwide. This introduction provides a glimpse into the multifaceted and dynamic nature of the
airline industry, setting the stage for a deeper exploration of its complexities and dynamics.

The airline industry is on a rebound, but not without its challenges. After the devastating impact
of COVID-19, passenger travel is recovering. This is particularly true in regions like India, which
is expected to become the world’s third-largest aviation market by 2024, driven by a large and
growing population with rising disposable incomes. Globally, air cargo is also showing signs of
strength, with a 3.9% increase in capacity year-over-year in January 2024. However, some
airlines are still struggling financially and consolidation may occur, as seen with the recent bid
by SpiceJet to acquire Go First. Looking ahead, the future of aviation appears bright. The
International Civil Aviation Organization (ICAO) predicts a 4.3% annual growth in passenger
demand over the next 20 years, with air transport contributing significantly to global jobs and
GDP [ICAO]. Sustainability remains a major focus, as airlines look for ways to reduce their
environmental impact.

22
 CHAPTER 2.1: TOP AIRLINE INDUSTRY COMPANIES

The airline industry is on a rebound, but not without its challenges. After the devastating impact
of COVID-19, passenger travel is recovering. This is particularly true in regions like India, which
is expected to become the world’s third-largest aviation market by 2024, driven by a large and
growing population with rising disposable incomes.

Globally, air cargo is also showing signs of strength, with a 3.9% increase in capacity year-over-
year in January 2024. However, some airlines are still struggling financially and consolidation
may occur, as seen with the recent bid by SpiceJet to acquire Go First.

Looking ahead, the future of aviation appears bright. The International Civil Aviation
Organization (ICAO) predicts a 4.3% annual growth in passenger demand over the next 20 years,
with air transport contributing significantly to global jobs and GDP. Sustainability remains a
major focus, as airlines look for ways to reduce their environmental impact.

There are a lot of large airline carriers that are well renowned for their service and quality. Let us
take a look at the market leaders currently in the airline industry.

The following list is the top 10 airlines in 2023 according to SkyTrax, which is a UK based world
renowned consultancy group that runs an airline and airport review website.

1. Singapore Airlines: success has been fueled by its dedication to customer service. In-flight
menus in all classes of service offer gourmet meals created by a panel of internationally renowned
chefs, and all customers can enjoy the carrier’s state-of-the-art in-flight entertainment system,
which offers a wide choice of movies, music and games. Together with its budget carrier arm,

23
Scoot, Singapore Airlines operates a fleet of more than 180 aircrafts, with a combined passenger
network that spans more than 110 destinations.

2. Qatar Airways: is the national airline of the State of Qatar. Based in Doha, the Airline’s
trendsetting on-board product focuses on: comfort, fine cuisine, the latest in-flight audio & video
entertainment, award-winning service and a modern aircraft fleet averaging around 5 years of
age. Qatar Airways serves more than 150 key business and leisure destinations worldwide, with
a fleet of over 200 aircraft. The airline flies to Australia, Asia, Europe, Middle East, Africa, North
America, and South America.

3. ANA All Nippon Airways: was founded in 1952 with two helicopters and has become the
largest airline in Japan, as well as one of the most significant airlines in Asia, operating 82
international routes and 118 domestic routes. ANA offers a unique dual hub model which enables
passengers to travel to Tokyo and connect through the two airports in the metropolitan Tokyo,
Narita and Haneda, to various destinations throughout Japan, and also offers same day
connections between various North American, Asian and Chinese cities. ANA has been a member
of Star Alliance since 1999.

4. Emirates: connects the world to, and through, our global hub in Dubai. We operate modern,
efficient and comfortable aircraft, and our culturally diverse workforce delivers award-winning
services to our customers across six continents every day. Emirates current fleet comprises 262
aircraft, with the airline serving 152 destinations. In 2020 Emirates was the largest international
airline as the industry recovered from the COVID‑19 pandemic, carrying 15.8 million passengers
in 2020.

5. Japan Airlines: was founded in 1951 and has a modern fleet of more than 230 aircraft. It is one
of the world’s premier carriers and joined the oneworld Alliance in 2007. With four major hubs
in Tokyo, Osaka, Nagoya and Okinawa, Japan Airlines serves 95 destinations across 20
24
territories. An airline with a rich history and a reputation for defining the essence of traditional
Japanese hospitality, JAL is committed to providing guests with the highest levels of flight safety
and supreme quality in every aspect of its service.

6. Turkish Airlines: Founded in 1933 with a modest fleet of 5 aircraft, Star Alliance member
Turkish Airlines is an airline company that flies to more than 300 destinations in the world with
a fleet of more than 300 (passenger and cargo) aircraft. Turkish Airlines proudly carry the Turkish
flag across the globe, opening doors to the wider world for its passengers. Turkish Airlines uses
the statement “We fly to more countries than any other airline in the world”.

7. Air France: turns the flight into a moment of real pleasure in all its daily operations. Air France
operates 1,500 daily flights in France, Europe and worldwide. Since 2004, Air France and KLM
have formed one of the leading European groups in the air-transport sector. From their hubs at
Paris-Charles de Gaulle and Amsterdam-Schiphol, the Air France-KLM Group offers its
customers access to a network covering 312 destinations in 116 countries

8. Cathay Pacific Airways: The Hong Kong-based Cathay Pacific Group offers scheduled
passenger and cargo services to over 200 destinations in Asia, North America, Australia, Europe
and Africa, using a fleet of close to 200 aircraft. Cathay Pacific is a founder member of the
oneworld global alliance.

9. EVA Air: EVA Air was established in 1989, and is a member of Star Alliance. EVA serves a
global network that connects Asia and Mainland China to Europe, North America and Oceania
and links more than 60 major business and tourist destinations. EVA operates from their hub at
Taoyuan International Airport in Taiwan.

10. Korean Air: a founding member of SkyTeam, is a leading international airline headquartered
in Seoul, with its main hub located at Incheon (ICN) Airport. The airline’s core business includes
25
passenger, cargo, aerospace, catering and in-flight sales. With a vision to be a respected leader in
the world airline community, Korean Air is dedicated to providing excellence in flight. Korean
Air serves 125 destinations across 44 countries, with a fleet of 169 aircraft.

26
 CHAPTER 2.2: INTRODUCTION & HISTORY OF VIRGIN ATLANTIC
AIRLINES

Virgin Atlantic Airways, commonly known as Virgin Atlantic, is a British airline founded by Sir
Richard Branson’s Virgin Group and Randolph Fields. Established in 1984, the airline has since
grown to become one of the world’s most recognized and respected carriers, known for its
innovative approach to customer service, unique branding, and commitment to providing a high-
quality travel experience. Over the years, Virgin Atlantic has faced numerous challenges and
undergone significant transformations, but its dedication to innovation and excellence has
allowed it to thrive in the highly competitive airline industry.

The story of Virgin Atlantic begins in the early 1980s when Sir Richard Branson, the founder of
the Virgin Group, expressed interest in starting an airline to challenge the dominance of British
Airways on transatlantic routes. Branson saw an opportunity to disrupt the market by offering
passengers a more luxurious and customer-focused alternative to the traditional carriers. In 1982,
he approached Randolph Fields, an American lawyer and aviation enthusiast, with the idea of
launching an airline. Together, they formed Virgin Atlantic Airways Limited, with Branson’s
Virgin Group owning a 50% stake and Fields’ company, Randolph Fields Inc., holding the
remaining 50%.

Virgin Atlantic’s inaugural flight took place on June 22, 1984, with a leased Boeing 747-200
flying from London Gatwick to Newark Liberty International Airport in New Jersey, USA. The
airline’s early years were marked by challenges, including fierce competition from established
carriers and regulatory obstacles. However, Virgin Atlantic quickly gained attention for its
innovative features, such as its iconic “Flying Lady” logo, which adorned the noses of its aircraft,
and its focus on providing a fun and friendly onboard experience. The airline also introduced a
range of amenities not commonly found on other airlines at the time, including individual
seatback entertainment screens and premium-class lounges.

27
Throughout the 1980s and 1990s, Virgin Atlantic continued to expand its route network and fleet,
adding new destinations across North America, the Caribbean, Africa, and Asia. The airline also
gained a reputation for its bold marketing campaigns and promotional stunts, further enhancing
its brand image and attracting passengers from around the world. In 1991, Virgin Atlantic
launched its highly successful “Virgin Atlantic Airways: No Way BA/AA” campaign, which
criticized British Airways’ proposed alliance with American Airlines and emphasized Virgin’s
commitment to competition and consumer choice.

One of the defining moments in Virgin Atlantic’s history came in 1999 when the airline formed
a strategic partnership with Singapore Airlines. Under the agreement, Singapore Airlines acquired
a 49% stake in Virgin Atlantic, providing the airline with much-needed financial stability and
access to Singapore Airlines’ extensive network in Asia. The partnership also allowed Virgin
Atlantic to expand its route network further and enhance its services through code-sharing and
joint marketing initiatives. However, the partnership was not without its challenges, and tensions
between the two airlines eventually led to Singapore Airlines selling its stake in Virgin Atlantic
in 2013.

In the early 2000s, Virgin Atlantic faced significant challenges, including the global economic
downturn following the September 11 attacks and increased competition from low-cost carriers.
The airline responded by implementing cost-saving measures, restructuring its operations, and
focusing on improving efficiency and profitability. Despite these challenges, Virgin Atlantic
remained committed to providing a high-quality travel experience and continued to invest in its
fleet and onboard amenities.

In 2008, Virgin Atlantic launched its Upper Class Suite, a revolutionary new business-class
product featuring fully flat beds, direct aisle access, and enhanced privacy. The Upper Class Suite
received widespread acclaim from passengers and industry experts alike and further solidified
Virgin Atlantic’s reputation as an innovator in the aviation industry. The airline also continued to
28
expand its fleet, taking delivery of new Airbus A330 and Boeing 787 Dreamliner aircraft to
replace older models and improve fuel efficiency and environmental performance.

In 2012, Virgin Atlantic underwent a significant restructuring following the decision by

Singapore Airlines to sell its stake in the airline. Sir Richard Branson’s Virgin Group retained a
51% majority stake, while Delta Air Lines, one of the world’s largest airlines, acquired a 49%
stake in Virgin Atlantic. The partnership with Delta provided Virgin Atlantic with access to
Delta's extensive network in North America and enabled both airlines to collaborate on route
planning, marketing, and joint ventures. The partnership also allowed Virgin Atlantic to join the
SkyTeam global airline alliance, further expanding its reach and connectivity.

Throughout its history, Virgin Atlantic has remained committed to innovation, sustainability, and
customer service excellence. The airline has introduced a range of initiatives to reduce its
environmental impact, including the use of sustainable aviation fuels, investment in fuel-efficient
aircraft, and efforts to minimize waste and carbon emissions. Virgin Atlantic has also continued
to invest in its onboard product and services, introducing new cabin designs, enhanced inflight
entertainment systems, and innovative dining options to improve the passenger experience.

Looking ahead, Virgin Atlantic faces new challenges and opportunities as the aviation industry
evolves. The COVID-19 pandemic has had a significant impact on air travel demand, forcing the
airline to adapt its operations, implement health and safety measures, and navigate the uncertain
economic environment. However, Virgin Atlantic remains resilient and optimistic about the
future, with plans to expand its route network, invest in sustainable technology, and continue
providing passengers with a memorable and enjoyable travel experience.

29
 CHAPTER 2.3: INTRODUCTION TO RICHARD BRANSON

Richard Branson is a name synonymous with adventure, entrepreneurship, and a touch of

flamboyant defiance. Often described as a "maverick billionaire," his life and career are a tapestry
woven with daring ventures, calculated risks, and a relentless pursuit of challenging the status
quo. This introduction delves into the formative years, defining characteristics, and key business
ventures that have shaped Richard Branson, the global icon.

Born in 1950 in Surrey, England, Richard Branson's childhood was far from ordinary. Diagnosed
with dyslexia at a young age, he struggled with traditional schooling. However, this learning
difference fostered an independent spirit and a knack for creative problem-solving. Branson's
entrepreneurial spark ignited early. At the tender age of 16, he dropped out of school and
launched his first venture - a student magazine called "Student." This publication, defying the
odds, became a success, laying the foundation for his future business endeavors.

The name "Virgin" itself holds a story. Branson and his young team chose the name because they
were all "virgins" in the business world. In 1970, Virgin Records, a record shop specializing in
progressive and alternative music, was born. Virgin Records defied the mold of established
record labels, offering a platform for emerging artists and challenging mainstream tastes. This
success story laid the groundwork for Virgin's expansion into diverse sectors like mail-order
music (Virgin Mail Order) and a recording studio (The Manor Studio).

Branson's relentless pursuit of innovation and customer satisfaction became a hallmark of the
Virgin brand. He championed a fun and dynamic work environment, attracting talented
individuals who thrived in the unconventional Virgin culture. This period saw the launch of
Virgin Airways in 1984, a bold move that challenged the dominance of British Airways by
offering a more customer-centric experience on transatlantic routes. The iconic "Upper Class"
cabin, with its spacious seats and luxurious amenities, redefined premium travel.

30
Branson's restless spirit extends beyond boardrooms and business ventures. He is a renowned
adventurer, known for pushing boundaries and attempting world records. From hot air ballooning
across the Atlantic Ocean to attempting to cross the Pacific Ocean in a powerboat, Branson's
adventures have captured headlines and further cemented his image as a risk-taker.

His philanthropic endeavors are equally noteworthy. Branson is a vocal advocate for
environmental sustainability and humanitarian causes. He founded Virgin Unite, a foundation
dedicated to addressing global challenges like climate change and poverty. He actively
campaigns for peace initiatives and is a vocal advocate for entrepreneurship in developing
nations.

Branson's leadership style is often described as unconventional and empowering. He fosters a

culture of collaboration and encourages calculated risks. He believes in empowering employees
and delegating tasks, trusting his team to deliver results. His focus on customer experience
remains a core business philosophy. Branson understands the importance of building a strong
brand identity, emphasizing customer satisfaction, and creating a sense of community around the
Virgin brand.

Despite his successes, Branson hasn't been immune to setbacks. Virgin Companies have faced
financial difficulties, particularly during economic downturns. Hostile takeovers and competitive
battles have tested his resolve. However, Branson's resilience and ability to adapt have been
crucial in weathering these storms. He is known for his ability to negotiate his way out of
challenges and restructure businesses for future growth.

Richard Branson's story is an inspiration to aspiring entrepreneurs around the world. He has
shown that success can be built outside the confines of traditional business models. His ability
to identify opportunities, challenge norms, and build a loyal customer base has created a global
empire. However, Branson's legacy extends beyond financial success. He is a champion of
31
innovation, a passionate advocate for positive change, and a reminder to chase dreams, even when
they seem impossible. He is, in all his complexity, a true maverick who continues to redefine
what it means to be a successful entrepreneur and a global citizen. His resilience, optimism, and
ability to learn from failure have enabled him to overcome adversity and continue pursuing his
dreams with unwavering passion and determination.

He continues to lead the Virgin Group and remains actively involved in a wide range of business
ventures, from space tourism with Virgin Galactic to renewable energy with Virgin Green Fund.
With his boundless energy, creative vision, and relentless pursuit of innovation, Branson
continues to inspire people around the world to dream big, take risks, and make a positive
difference in the world.

32
 CHAPTER 3: LITERATURE REVIEW

Before I deep dive into the leadership style of Richard Branson, the founder of Virgin Atlantic
Airlines, I will go through some previous literature on the leadership styles of different companies
under the aviation industry.

1. According to the paper titled. “Leadership approaches in multi-cultural aviation environments”

by Jose Felix de Brito Neto in 2015; In this article, the authors present a literature review of the
concepts of culture and leadership in multi-cultural aviation environments and propose different
approaches to successfully and effectively lead multi-cultured aviation workforces. In the last few
decades, the world has witnessed a phenomenon called globalization, which has shortened
distances and transformed cultural contexts.

The aviation industry has been part of this phenomenon as it has helped create truly global and
multi-cultural workforces. Multi-cultural work environments such as the aviation industry require
specific leadership approaches in order to accommodate the needs of their culturally diverse
workforce. This paper is aimed at the thorough analysis of leadership approaches in multi-cultural
aviation environments. Through a literature review, this paper discusses key concepts of culture
and leadership as well as the ideas supporting the transformational leadership theory and the
positive leadership theory, which have significant and everlasting impact in workforces. It
proposes different approaches to successfully and effectively lead multi-cultural aviation
workforces.

2. According to the paper titled, “Effect of Leadership Behavior Styles on Performance a Field
Study on Civil Aviation Ground Services” by Mesut Yeter, Nil Konyalilar in 2022; In this article,
the effect of leadership styles on job performance in ground handling companies, which have an
important place in the aviation sector, was examined by using scales consisting of a total of twenty

33
questions covering the variables of inclusive leadership, transformational leadership, and job
performance.
Nowadays, the rapid growth of the civil aviation sector has brought with it great difficulties that
cannot be predicted. Under these conditions, known classical leadership models have become
more limited in effect. Today, the most fundamental problems of companies are that they do not
have effective leaders who enable competition and performance. Organizations that are exposed
to great changes, especially with the rapid growth in the sector and the development of
technology, need leaders who can manage change and affect employee performance in order to
overcome the challenges they face. In this study, the effect of leadership styles on job
performance in ground handling companies, which have an important place in the aviation sector,
was examined. The effect of inclusive and transformative leadership on job performance was
investigated by using scales consisting of a total of twenty questions covering the variables of
inclusive leadership, transformational leadership, and job performance. Data were collected from
213 employees working in ground handling companies at airports located in different regions of
Turkey, by survey method, and analyzed with the help of Amos and SPSS. As a result of the
analyzes made, it has been determined by this study that inclusive and transformative leadership
approaches affect the work performance of the employees positively, that when these leadership
approaches are exhibited, the employees express their ideas more effectively and adopt the
organizational goals as their own goals by being a partner in change.

3. According to the paper titled. “The relationship between leadership styles and aviation safety:
a study of aviation industry” by Dipak Prasad Bastola in 2020; The role of aviation leader in
safety issues needs to be examined as discussed by the authors, where 300 aviators, both managers
and employees, had participated in the survey which utilized the Multifactor Leadership
Questionnaire (MLQ), and the Nordic Network of Occupational Safety Questionnaire
(NOSACQ-50). Three separate organizations were chosen for the study.

34
The role of leadership in aviation safety is the subject of great interest. Aviation safety is related
foremost to passenger safety, and ultimately to the economy. A single aviation accident can lead
to organizational failures due to financial burden and loss of life. Therefore, the role of aviation
leader in safety issues needs to be examined. A quantitative research methodology was used to
analyze the research findings. The research results show that the safety level of most of the airlines
under the investigation was below the desired level. Likewise, transformational leadership has a
higher safety score than any other leadership styles; however, only a few aviation leaders are
practising this style. It implies that aviation leaders can adopt a transformational style to reduce
air accidents. This research also identified a few core competencies of the aviation leader within
the transformational style of leadership. Intellectual stimulation and individualized consideration
can contribute to higher aviation safety than any other factors of transformational leadership.

4. According to the paper titled. “Transactional and Transformational Leadership: A Comparative

Study of the Difference between Tony Fernandes (Airasia) and Idris Jala (Malaysia Airlines)
Leadership Styles from 2005-2009” by P. Arif Kamisan, Brian King; leadership plays an essential
role in the success of managing organisation. The purpose of this paper is to examine the
leadership styles of two leaders in managing the two biggest airline companies in Malaysia
namely, Malaysia Airlines and AirAsia. The results showed that the strong leadership style and
approach by the two have contributed to the success of the mentioned airlines. The transactional
and transformational approaches have significantly given impact in managing the organisation in
the current competitive business environment. Other leadership constructs such as
entrepreneurial, ethical, innovative and creative have emerged from the two key leaders in this
study and require further discussion in the future. Furthermore, this study managed to provide
some insight and perspective of the qualities much needed by the current leadership scene.

5. According to the paper titled, “Leadership Styles and Customer Loyalty: A Lesson from
Emerging Southeast Asia's Airlines Industry“ by Mohamad Rizan, Ari Warokka, Agus Wibowo,
Ika Febrilia in 2020; This study provides the empirical testing to test the influences of

35
contemporary leadership styles (i.e., transactional and transformational) on job satisfaction and
customer satisfaction as the mediating variable between job satisfaction and customer loyalty.
The approach utilized in this study was a quantitative research design using a survey model. The
participants of this study were recruited from 160 front-liners in the airline’s industry in
Indonesia. This study employed 160 front liners (flight attendants, reservation/ticketing, and
check-in-counter officers) who worked in Branch Office/General Sales Agent of Indonesian
commercial airlines. The studied airlines serve domestic routes based at Soekarno-Hatta
International Airport. Furthermore, the data were examined the four developed hypotheses by
using Structural Equation Modeling (SEM). The primary results are: First, in the context of job
satisfaction, both leadership styles (i.e., transactional and transformational) have similar
influences; Second, job satisfaction affects customer satisfaction positively and significant, Third,
customer loyalty is driven by passengers’ satisfaction when they are utilizing the airline services.
The findings imply that the working-role encouragement is essential to maximize the productivity
of front-liners to serve their customer well. This research supports on developing the general
knowledge based on leadership styles in the context of the airline’s industry in managing the
human resources strategically.

6. According to the paper titled. “Leadership Styles as Perceived in the Changing Aviation
Industry and their Effect on Pilot Commitment: A Kenyan Case Study” by Angeliki Papasava,
Ben B. Njeri in 2023; This study focuses on a Kenyan-based airline and investigates how
leadership influences the commitment of its pilots. The need for this study emerged from the
changes that affected the aviation industry in the past years, including COVID-19, political unrest,
fluctuation of oil prices, and supply chain disruptions. Deregulations also impacted well-
established state airlines. . The aim of this study is to find ways to improve the performance and
commitment of pilots, whose demand generally does not match supply. The theoretical
framework examines transformational and transactional leadership modified from MLQ (5X) and
the Allen and Meyer three-component model of commitment. The study utilises a mixed method
approach and obtains empirical findings that support theory. The study also reveals that job
embeddedness has a significant influence on pilots’ retention rates. The study recommends the
36
adoption of academically supported solutions, including the movement from transactional
leadership to transformational leadership for state airline leaders.

7. According to the paper titled, “The Impact of Leadership Styles on Performance and Mediating
Effect of Organizational Culture: A Study in Flight Schools” by Pınar Gökalp, Semih Soran in
2022; the aviation sector is growing rapidly and the need for human resources in the airline
industry is increasing. In order to meet the increasing pilot need, the number of flight schools and
universities that provide pilot training with the support of relevant authorities is also increasing.
This increase in the number of student pilots is accompanied by questions about how to ensure
the continuity of quality and safety in flight training. In this context, it is very important for the
flight schools to evaluate the variables that may affect the student pilot performance and to take
the necessary precautions. In our study teacher leadership and organizational culture are assessed
as important variables and examined. In aviation literature, there is a very small number of
explanatory studies on flight performance and leadership. Additionally, no study has been found
on teacher leadership of student pilots. In this context, how leadership styles affect student pilots'
performances positively and negatively was investigated in our research. Organizational culture
is considered as an important predictor of performance in today's organizations. In this context,
it has emerged that studies have been carried out that the organizational culture is an important
variable in improving organizational and individual performance. Leadership styles of teacher
pilots and organizational culture have been explored in the student pilots’ performance process.
In this context, our work has included performance, leadership styles and organizational culture.
Regarding the methodology part of this study, 151 student pilots in the flight training
organizations formed the universe and a survey was conducted, analysed and explained.
Considering the effect of dynamic leadership, the present study analysed the impact of leadership
and culture on flight performance. It is assumed that the most effective leadership styles can be
found within group dynamics consisting of members who have diverse and individual cultural
orientations. Individual differences that are caused by cultural norms can be considered as the
outcomes of leadership behaviour. It was concluded that flight crew leadership cannot be analysed
without considering the culture variable since behaviour is influenced by both individual and
37
environmental factors. Moreover, since the performance outcomes of the crew resource
management were evaluated, the cultural attitude of the crew and leader was considered.

8. According to the paper titled, “Key To a Successful Leadership of Tony Fernandes in Airasia”
by Badzlina Monica Fitriyana, Belton Sihotang, Cesario Iriansyah Danang Fajar Pamungkas, Sari
Wahyuni in 2022; AirAsia is one of the major airlines in Malaysia, which has also become one
of the airlines that has successfully adopted the low-cost carrier (LCC) strategy so that it has
become a reckoned airline in Southeast Asia. AirAsia's success was initiated by Tony Fernandes
with his leadership style. The purpose of this analysis is to identify Tony Fernandes' values and
culture, business strategy, leadership type, and leadership traits at AirAsia. Based on qualitative
study, it was reveal that Tony Fernandes has the innovation and entrepreneurial skills in the
transformation of the airline company and has succeeded in moving his employees to achieve the
same goals. Tony applied a leadership style with several approaches, namely Democratic,
Charismatic & Servant Leadership in leading at AirAsia. In developing AirAsia's transparent and
open organizational values and culture, Tony has demonstrated the characteristics of stewardship
and building community. He applies a walk-the-talk and employee-oriented approach that shows
listening and persuasion characteristics as well as the characteristics of commitment to the growth
of people to create a comfortable working environment and atmosphere in his daily life. In the
face of a crisis or challenge, Tony comes down directly to assist his employees to face them,
which also shows empathy and healing characteristics.

9. According to the paper titled, “Does Transformational Leadership Style effect on Employee
Commitment in the Aviation Industry” by Nasser Assaf, Mohammad Al Qudah, Anas M.
Bashayreh in 2016; The purpose of this study was to examine the relationship between perceived
transformational leadership style and employee commitment in Royal Jordanian Airlines (RJA).
Leadership plays a significant role in all fields of life, including the public, private, and non-profit
sectors. The effectiveness of a given leadership style can be appreciated and evaluated based on
the level of commitment displayed by followers. Multivariate Analysis of Variance (MANOVA)
is the research methodology employed in the RJA’s study. The study utilizes Free Online Surveys
38
link which included the transformational leadership questionnaires part from the Multifactor
Leadership Questionnaires (MLQ) and the Three Components Models (TCM) Questionnaires.
Results of this study showed a significant relationship between the affective and continuance
commitments with the transformational leadership style and insignificant relationship between
the normative commitment and the transformational leadership style.

10. According to the paper titled, “Perceived Leadership Style Influence on Job Satisfaction for
Staff to Aviation Companies” by Rus Mihaela in 2013; This paper deals with the influence of
perceived leadership style on job satisfaction of employees. One caveat is necessary at the outset
to say that there is no pure driving style, but it is just depending on how it is perceived by
employees, the impact it has on their behavior and on organizational performance. Of particular
interest in this research is that certain leaders of behavior dimensions have repercussions on job
satisfaction more precisely, on which aspects of it. Thus, some of the dimensions studied
behavioral targeting:consideration, structuring, tolerating uncertainty, etc. One of the
assumptions of this paper is that job satisfaction depends on the manner of self to subordinates,
when employees are satisfied with certain aspects of their work tend to manifest those behaviors
that maintain or enhance satisfaction on those dimensions.

11. According to the paper titled, “A Study about the Leadership Style and the Organisational
Climate at the Swedish Civil Air Aviation Administration in Malmö-Sturup” by Sophia
Dormeyer in 2003; The aim of this study is to investigate the current leadership style and the
organisational climate at the LFV in Sturup. To assess the leadership style the Multifactor
Leadership Questionnaire (MLQ) by Bass (1985) was used. The organisational climate was
measured with the GEFA developed by Ekvall (1986). The participants of the survey were
employees from all departments of the airport, but no leaders. The questionnaires of 50 subjects
for the MLQ and 38 for the GEFA were evaluated. The results point to individual differences in
the leadership behaviours between different leaders. No general style could be assessed. The
values for transformational and transactional leadership lie under the optimal values proposed by
Bass, whereas the results for Management-by-Exception passive and Laissez-faire leadership are
39
fairly high. The evaluation of the climate points to a friendly and open atmosphere at Sturup
where the subordinates are motivated to work and the commitment to the organisation is high. In
important dimensions values of innovative organisations could be reached. The assessment of the
relation between the two concepts did not lead to significant results.

12. According to the paper titled, “Work Group Composition Effects on Leadership Styles in
Aircraft Manufacturing Organizations.” By Monica Lynn Dunnagan in 2014; The use of
contractor staffing continues to increase in an attempt to reduce labor costs. In the midst of these
trends, the effect of a composite organic and contractor workforce is not clear. The present study
was designed to determine if homogeneous versus heterogeneous workgroup in conjunction with
leader demographics can predict leadership style in aircraft manufacturing organizations.
Situational leadership theory was used to understand the types of leadership styles used in aircraft
manufacturing organizations. A sample of 150 aircraft manufacturing leaders that was solicited
through LinkedIn completed a Manufacturing Leader Demographic Questionnaire and the Leader
Behavior Analysis II to obtain information on the workforce, leader, work environment, and
responses to situations. The analysis suggested workgroup composition is predictive of leadership
styles and that aircraft manufacturing leaders exhibit 1 of 4 leadership styles: directive, coaching,
delegating, or supportive. Specifically, it was found that workgroup composition is a significant
predictor of the leader’s flexibility and effectiveness scores. The findings contribute to positive
social change by informing organizations of the impact of workgroup composition and leadership
styles. Revising leadership training and awareness on negative issues that are often associated
with contractual workers has the potential to incorporate contractors into the workgroup moreThe
use of contractor staffing continues to increase in an attempt to reduce labor costs. In the midst
of these trends, the effect of a composite organic and contractor workforce is not clear. The
present study was designed to determine if homogeneous versus heterogeneous workgroup in
conjunction with leader demographics can predict leadership style in aircraft manufacturing
organizations. Situational leadership theory was used to understand the types of leadership styles
used in aircraft manufacturing organizations. A sample of 150 aircraft manufacturing leaders that
was solicited through LinkedIn completed a Manufacturing Leader Demographic Questionnaire
40
and the Leader Behavior Analysis II to obtain information on the workforce, leader, work
environment, and responses to situations. The analysis suggested workgroup composition is
predictive of leadership styles and that aircraft manufacturing leaders exhibit 1 of 4 leadership
styles: directive, coaching, delegating, or supportive. Specifically, it was found that workgroup
composition is a significant predictor of the leader’s flexibility and effectiveness scores. The
findings contribute to positive social change by informing organizations of the impact of
workgroup composition and leadership styles. Revising leadership training and awareness on
negative issues that are often associated with contractual workers has the potential to incorporate
contractors into the workgroup more efficiently and effectively. Although this study only
represents a small portion of aircraft manufacturing leaders, it can lead to future studies that will
further validate and expand on the need to improve leadership styles within both homogeneous
and heterogeneous workgroups.
13. According to the paper titled, “The Relationship between Leadership Styles and
Organizational Commitment: A Test on Saudi Arabian Airline” by Dhaifallah Obaid Almutairiin
2013; In this article, the authors examined the relationship between transformational and
transactional leadership styles and employees organizational commitment among the employees
in an airline company and found that there is a significant positive relationship between
Transformational leadership style and employees affective commitment. The purpose of this
study was to examine the relationship between transformational and transactional leadership
styles and employees organizational commitment among the employees in an airline company.
Three airports and 83 employees were chosen to achieve this purpose. The results indicate that
there is a significant positive relationship between transformational leadership style and
employees affective commitment. The findings also reveal that there is no relationship between
transactional leadership style and employees affective commitment. Hence, it is recommended
that leaders should employ transformational leadership style to enhance the level of
organizational commitment among employees in the airline company. Further studies on other
leadership styles which can result in better understanding of the relationship between the study
variables are also suggested.

41
14. According to the paper titled, “An Examination Of The Impact Of Leadership Style On
Employee Satisfaction In British Airways” by Lalita Shukla in 2013; This paper seeks to
investigate the role played by leaders throughrewards in the process of motivating employees
towards their work efficiency to achieve organizational goals. The study explored factors
determining rewards and their impact on employee work efficiency and endeavors to influence
the British Airways for a consideration of a more systematic and structured approach to
acknowledge employees’ efforts which would in turn flourish high performance culture. The
study also attempted to examine the relationship between rewards and employee motivation and
the effects of biographical variables on work efficiency. Descriptive statistics based on frequency
tables and graphs were used in the study to provide information on demographic variables. The
results are analyzed in terms of descriptive statistics followed by inferential statistics on the
variables. The study revealed multiple factors affecting employee work motivation and
performance which have got their own unique approach, significance and contribution towards
motivation and performance that elevate and maximize organizational progress. A quantitative
methodology was used for the study and questionnaire method was used as the measuring
instrument. This is because the nature of study involves the measurement of leadership influence
on employee satisfaction, which is better suited for quantitative methods of data collection. The
study is about the behavior of employees of British Airways, and this can be achieved most
efficiently by the answers of a well-crafted questionnaire.The four independent variables of
reward included: payment, promotion, recognition, benefits and the dependent variable was
employee work motivation/ efficiency. The results indicate that there is a statistical significant
relationship between all of the independent variables with dependent variable employee work
motivation/ efficiency, all the independent variables have a positive influence on employee work
motivation/efficiency and result also showed that among four independent variable promotion
was most important and more influential variable. The present study revealed that management
can make use of different tactics strategies and policies to motivate employees in work settings,
but different tactics, strategies and policies would have a different motivational impact on diverse
people. The present study was conducted with these hypotheses: H1: Leadership styles are
directly linked with the employs’ job satisfaction H2: There is a positive relationship between the
42
reward system and employs’ job satisfaction H3: There is not only one universal reward strategy
that remains always effective.

15. According to the paper titled, “Visionary entrepreneurial leadership in the aircraft industry:
The Boeing Company legacy” by Robert S. D'Intino, Trish Boyles, Christopher P. Neck, John R.
Hall in 2008; In the early twenty‐first century organization scholars and managers face an
economic outlook full of daunting challenges. With investors, workers, and other stakeholders
distressed and hostile toward corporate executives and boards due to recent corporate scandals,
the future for many industries and firms appears grim. In what ways can business history help
corporate managers and new venture entrepreneurs overcome these leadership challenges? This
paper seeks to uncover practices throughout the Boeing Company's management history that offer
today's executives and board members numerous examples of industry vision and
leadership.Design/methodology/approach – Visionary leadership theory is used to help
understand Boeing's actions. A theory of visionary entrepreneurial leadership is proposed based
on Boeing's history. Four specific cases of aircraft design and development decisions and actions
are presented as examples of executive and board directors' vision and leadership. n this paper, a
theory of visionary entrepreneurial leadership is proposed based on Boeing's history and four
specific cases of aircraft design and development decisions and actions are presented as examples
of executive and board directors' vision and leadership.

16. According to the paper titled, “The Influence of Leadership in the Implementation of the
Organizational Structure in the Aviation Industry: A Case Study of Kenya Civil Aviation
Authority” by Annah Maragia, Sussy Wekesa in 2016; Organizational structure defines how tasks
are divided, grouped, and coordinated in organizations. In the aviation industry, International
Civil Aviation Organization (ICAO) recommends internationally accepted State organization
structure in line with observance of the Chicago Convention in International Civil Aviation.
Kenya Civil Aviation Authority (KCAA) is among the leading countries in Africa concerning
implementation of the organizational structure. However it has achieved up to 62% of the
expected 100%; the purpose of this study aimed at establishing the influence of leadership in the
43
implementation of organizational structure at KCAA. Contingency and ADKAR theories were
used in this study and descriptive research design method was used. The targeted population
comprised of 81 employees from five departments. Stratified random sampling was used with a
sample size of 48 respondents. Questionnaires were the main data collection instrument. The data
was generated using Statistical Package of Social Sciences (SPSS) version 23. The correlation of
leadership showed a strong positive relationship in the implementation of the organizational
structure. Findings indicated that most leaders are not committed, focused and do not involve
employees in decision making. Based on findings, the following were the recommendations;
Leaders ought to be committed, focused and embrace employee involvement in decision making.

17. According to the paper titled, “The Impact of Leadership Style on Middle Managers’
Motivation: A Study of the Ministry of Civil Aviation in Egypt” by Safaa Shaaban in 2017; This
paper examines the relationship between leadership styles, used by top management, to motivate
middle management managers, which drives them in accomplishing their organisational goals.
Leadership use two techniques to motivate employee that are extrinsic and intrinsic (Self-
determination Theory (SDT)) in Civil Aviation Ministry in Egypt. The objective of this study is
to search which leadership style is currently used, from the perspective of middle management,
as subordinates for top management and which leadership style motivated managers, extrinsically
and intrinsically. A survey-based descriptive research design was used. The study was conducted
using middle managers working in the Civil Aviation Ministry in Egypt. Of 150 survey
questionnaires distributed, only 100 were completed in a useful manner. The questions on the
survey instrument were grouped into two sections (part for leadership and the other for
motivation). The questions were close-ended and using a Likert-type scale with five degrees (1-
5) intensity. The research results of the study leading to the conclusion that the top managers’
leadership style currently used in MOCA is transactional style and that it reacts far the intrinsic
more than extrinsic managers’ motivation.

44
 CHAPTER 4: BRANSON’S LEADERSHIP

Every leader has a unique, personal style. Few people, however, stand out like Richard Branson,
the adventurer, author, and founder of the Virgin Group. Trying to follow Richard Branson’s
leadership style would exhaust most businesspersons, but he seems to have a wealth of energy
that makes him one of the most exciting entrepreneurs in the world. While you almost certainly
cannot duplicate Richard Branson’s leadership style, you can learn from his approach to
management.

Richard Branson likes to emphasize that he never learned the rules of running a success business.
It’s not surprising, then, that he never learned to fit into a specific style of leadership. Instead, his
leadership style comes from his personality and learning from his own mistakes. He constantly
takes risks to see what works and what doesn’t work.

While Branson doesn’t fit into a specific category, his style does show characteristics of:
• Transformational leadership
• Visionary leadership
• Servant leadership
• Laissez-faire leadership

Is Richard Branson a Laissez-Faire Leader?

In a way, Richard Branson is a laissez-faire leader because he believes in letting people learn
from their mistakes. While he might set a project’s goal and offer his team guidance, he expects
them to do the work required to get there.

He shares what he knows, but he also understands that people learn best from action. From his
failures with Virgin Cola to his successes with Virgin Atlantic, Branson has embraced teams of

45
experts and let them run the show as they see fit, which sometimes means letting them fail.
Famously this came back to bite him during his infamous hot air balloon trip that led to his partner,
Per Lindstrand, jumping into the ocean and nearly drowning.

Is Richard Branson a Transformational Leader?

Richard Branson is absolutely a transformational leader. He constantly sets lofty goals for his
companies. He does, after all, own Virgin Galactic, a company that tries to make flights faster by
leaving the atmosphere. He doesn’t expect everything to fall into place the first time, though.
Instead, he coaches his executives, managers, and employees to become better, more effective
people.

He rewards people for excelling, but he also encourages people to turn their mistakes into learning
opportunities. When someone does an excellent job, he praises them publicly to motivate others.
By showing his appreciation for hard work, he keeps everyone focused on their tasks. Evidence
of his leadership permeating a company can be seen by just about any Virgin Atlantic passenger,
who is likely to have received a warm and welcoming customer experience when checking in or
up in the skies.

Is Richard Branson a Servant Leader?

Richard Branson likes to help the people around him, but he isn’t a servant leader. Instead, he
forms collaborations with people who can help him reach goals.

Is Richard Branson a Visionary Leader?

Richard Branson is a leader with a vision. Many, many visions, actually. Virgin Group owns
about 400 companies. Branson doesn’t have all of the skills needed to make his visions come

46
true. For example, he doesn’t have engineering experience to build airplanes. He does, however,
have a charismatic personality that gets other people excited about his ideas.

In some ways, Branson is too flexible to fit into the visionary leader category. While he rolls with
the punches better than most visionary leaders, he does have high expectations.

Character traits of Richard Branson

1. Adventurous Spirit: Branson's willingness to take risks and embrace challenges is a defining
trait. His adventurous spirit extends beyond business to personal pursuits like ballooning and
space travel.
2. Resilience: Branson's career is marked by setbacks and failures, including the early challenges
of Virgin Records. His resilience and ability to bounce back from adversity showcase his
indomitable spirit.
3. People-Centric: Branson is known for his approachable and people-centric leadership style.
His genuine interest in others, from employees to customers, contributes to a positive corporate
culture.
4. Visionary Thinking: Branson possesses a visionary mindset, always seeking opportunities for
disruption and innovation. His ability to foresee trends has been a key factor in Virgin's success

Core Aspects of Richard Branson’s Leadership Style

Branson’s unique style of leadership encompasses several unique traits. Each of these contribute
to his appeal, and to the strategies he applies in business and leadership. In brief, those qualities
include:

1: Employee Empowerment and Engagement: Branson is a strong believer in empowering his

employees. He often emphasises the importance of listening to employees at all levels and

47
encouraging them to contribute ideas. This approach creates a sense of ownership and
engagement among staff.

He even contributed to a book, WEconomy, co-written by his daughter Holly, in which he

espoused his empowerment beliefs. On one occasion, as reported in an Forbes article, faced with
over 7000 applicants for a position and humbled by his company’s popularity, Branson took the
time to record a video message for the rejected candidates.

2: Innovation and Risk-Taking: Branson is known for his willingness to take risks and innovate.
He encourages creative thinking and is not afraid to venture into new and untested markets or
industries. This aspect of his leadership has been crucial in the diversification of the Virgin brand
into various sectors.

This risk-taking hasn’t been without its notable failures. When Virgin took on the soft drinks
giants Coca-Cola and Pepsi, by launching Virgin Cola, he didn’t bargain on the strength of the
opposition he’d face from these powerful and established brands. Though launched with flair in
1994 (by squashing a mound of Coca-Cola cans in a Sherman Tank in Times Square), Coca-Cola
leveraged their buying power to muscle the upstart Virgin Cola off the shelves.

3: Informal and Accessible Leadership: Unlike many traditional business leaders, Branson adopts
a more informal and down-to-earth style. He is often seen as a leader who is easy to talk to and
works alongside his employees rather than positioning himself above them.

Jeans and trainers are more Branson’s style than sharp suits and ties. This isn’t a pose, it’s a
deliberate attempt to remain approachable. In a recent post on X he wrote: “Leaders should be
visible, accessible and approachable, and never stop learning.”

48
4: Customer Focus: Branson places a high emphasis on customer satisfaction and experience. He
believes that a happy customer is the best business strategy and often gets personally involved in
understanding and enhancing the customer experience.

Part of the rise of Virgin America were the customer-focused services that Branson included
within the brand – limousines to and from the airport and in-flight entertainment at a time when
that concept was a rarity.

5: Visionary and Future-Oriented: Branson is a visionary, always looking towards the future. He
is known for setting ambitious goals and having a clear vision for the Virgin Group, which drives
the company’s growth and innovation.

With Virgin Galactic, Branson is funding scientific research with privately funded space voyages.
This approach combines space tourism, space training and scientific study in reduced gravity
environments. Branson’s space-age research approach contrasts dramatically with the fantastical
imagination of Elon Musk, whose Mars missions may prove too ambitious to realise within his
lifetime.

6: Personal Branding and Charisma: Branson’s charismatic personality is a significant part of his
leadership style. He effectively uses his personal brand to promote and represent his businesses,
understanding the power of publicity and media in building a brand.

This, in part, is why he engages in what some might term “publicity stunts” when launching
brands or competing for daredevil world records. These newsworthy events serve to keep
Branson, and his brand, in the public eye. He’s been doing this since before social media even
existed, and the world is simply following suit.

49
7: Social Responsibility and Ethical Practices: Branson is also known for his commitment to
social causes and sustainability. He often uses his influence and resources to promote
environmental sustainability, social equity, and other philanthropic endeavours.

Virgin launched its Earth Challenge in 2007 to pilot methods of atmospheric carbon removal by
offering $25 million to any applicant able to achieve carbon sequestration at scale. To date the
prize hasn’t been claimed, but many entrepreneurs and start-ups have been inspired to develop
green technologies in pursuit of the prize

Founded in 2004, Virgin Unite is a non-profit that funds socially positive entrepreneurship. In
October 2014, Branson was named the No. 1 executive LGBT ally by the organizers of the
OUTstanding shortlist.

8: Resilience and Adaptability: Throughout his career, Branson has faced numerous challenges
and setbacks. His resilience in the face of adversity and ability to adapt to changing circumstances
have been key to his success as a leader.

Notable failures from which Virgin has bounced back include Virgin Cars, Virgin Brides, and his
round-the-world balloon attempts. Sensibly, Branson seems to shrug off such failings, learn from
them, and move on.

The above eight elements combine to create a leadership style that is dynamic, people-focused,
and unafraid of challenging the status quo.

Here is why Sir Richard Branson leadership skills and qualities have helped him to
become wealthy entrepreneur.

1. Delegate the small stuff: All too often we become trapped by day-to-day projects. Instead, be
bold and think of the bigger picture. By carefully delegating tasks that are considered a lower

50
level priority, Richard Branson says, it will free you up to deal with more important business
decisions that will have a greater overall impact on your business.

2. The ability to think and act innovatively: What do Steve Jobs, Bill Gates and other billionaires
have in common? From the very beginning as entrepreneurs, they all thought and acted differently
to other people. Whether they adopted a autocratic leadership style or a more charismatic style of
leadership, they applied what was ideal for them. There is no secret ingredient when it comes to
choosing a leadership style, it’s how when you apply that style as a leader within your business.

3. Life is one long learning process: As an entrepreneur and founder of Virgin, it’s not the most
intelligent people who succeed, it’s those people who continue to adapt to the current times.
By adapting to your environment, you are willing to accept the challenges you face whilst creating
new and innovative ways to succeed in business. Arguably, I feel this tip is one of the most
important of Richard Branson leadership skills and qualities. Without adapting in the world of
business, we are less likely to survive and progress. Richard Branson is quoted as saying, “I think
that one of the main things that distinguish successful & unsuccessful people is the willingness to
learn new things”

4. Work-Life Balance for Longevity: By constantly working hard without having timely breaks,
the daily grind will catch up with is all, consequently the human mind and body become less
productive. In short, be more strategic with your breaks. Take time to sharpen the mind, rest, re-
fuel and come back stronger.

5. Time Wasting Destroys Leaders: So, how do entrepreneurs become successful? They simply
act on their ideas and take a chance. Many of us come up with business ideas to make money and
add value to people’s lives, few of us truly act on the idea and execute it. This maybe due to fear,
lack of funds or regular procrastination. Having the ability and courage to act upon those ideas

51
are the key ingredients to become a success, after all you never know what door will open through
sheer business persistence.

Here are the key lessons and takeaways from Richard Branson’s leadership style

1. Embrace Risk and Resilience: Branson's journey underscores the importance of taking
calculated risks and being resilient in the face of failures. Challenges are inherent in business; it's
the response that matters.

2. Prioritise People: A people-centric leadership style contributes to a positive workplace culture.

Genuine interest in employees and customers builds loyalty and fosters a collaborative
environment.
3. Visionary Thinking Pays Off: Being visionary in identifying trends and opportunities can set a
business apart. Branson's ability to anticipate industry shifts has been instrumental in Virgin's
success.

4.Stay Hands-On: Even with a vast business empire, staying hands-on and involved maintains a
connection with the core of the business. It fosters a sense of shared responsibility and
accountability.

52
 CHAPTER 5: IMPORTANCE OF EFFECTIVE LEADERSHIP

Effective leadership is a cornerstone of success in any organization, whether it's a multinational

corporation, a small business, a nonprofit, or a government agency. Leadership is the ability to
inspire, motivate, and guide individuals or teams toward achieving a common goal or vision.
Effective leadership goes beyond simply managing people; it involves fostering a positive work
culture, empowering employees, making strategic decisions, and navigating challenges with
resilience and integrity. In this essay, we will explore the importance of effective leadership in
driving organizational success, fostering innovation, building high-performing teams, and
creating a positive impact on society.

First and foremost, effective leadership is essential for driving organizational success and
achieving strategic objectives. A strong leader provides direction and clarity, aligning the efforts
of employees toward common goals and priorities. By setting a clear vision and articulating a
compelling mission, leaders inspire confidence and rally their teams to perform at their best. They
communicate expectations, provide feedback, and hold individuals accountable for their actions,
ensuring that everyone is working together toward a shared purpose.

Furthermore, effective leadership plays a crucial role in fostering innovation and driving growth.
Leaders who encourage creativity, experimentation, and risk-taking empower their teams to think
outside the box and pursue bold ideas. They create an environment where individuals feel safe to
voice their opinions, challenge the status quo, and propose innovative solutions to complex
problems. By fostering a culture of innovation, leaders can propel their organizations forward,
staying ahead of competitors and seizing opportunities for growth and expansion.

Additionally, effective leadership is essential for building high-performing teams and maximizing
employee engagement and productivity. A skilled leader understands the strengths and
weaknesses of their team members and leverages their talents effectively. They provide support,

53
mentorship, and development opportunities, helping individuals reach their full potential and
excel in their roles. By fostering a culture of collaboration, trust, and respect, leaders create a
cohesive and motivated team that is capable of achieving extraordinary results.

Moreover, effective leadership is crucial for navigating challenges and crises with resilience and
adaptability. In today's fast-paced and unpredictable business environment, organizations face a
myriad of challenges, from economic downturns and technological disruptions to global
pandemics and natural disasters. Strong leaders remain calm under pressure, make informed
decisions, and mobilize resources effectively to address crises and minimize disruption. They
demonstrate empathy and compassion, supporting their teams through difficult times and
inspiring confidence in the organization's ability to overcome adversity.

Furthermore, effective leadership has a profound impact on the culture and values of an
organization. Leaders set the tone for the workplace environment, shaping norms, attitudes, and
behaviors through their words and actions. By embodying core values such as integrity, honesty,
and accountability, leaders foster a culture of trust, transparency, and ethical behavior. They lead
by example, demonstrating humility, empathy, and a commitment to serving others. In turn,
employees are more likely to feel valued, motivated, and engaged, leading to higher levels of job
satisfaction and retention.

In addition to driving organizational success, effective leadership has a broader impact on society
as a whole. Leaders have the power to inspire positive change and make a difference in the lives
of others, both within and outside their organizations. Through corporate social responsibility
initiatives, community engagement efforts, and philanthropic endeavors, leaders can address
social and environmental issues and contribute to the greater good. By leveraging their influence
and resources, leaders can advocate for diversity, equity, and inclusion, championing fairness and
equality in the workplace and beyond.

54
Furthermore, effective leadership is essential for building trust and credibility with stakeholders,
including customers, investors, and partners. A reputable and trustworthy leader inspires
confidence and loyalty, attracting support and investment in the organization's mission and goals.
By fostering open and transparent communication, leaders build strong relationships with
stakeholders, earning their respect and loyalty over time. This trust and credibility are invaluable
assets, enabling organizations to weather challenges, seize opportunities, and sustain long-term
success.

In conclusion, effective leadership is of paramount importance in driving organizational success,

fostering innovation, building high-performing teams, and creating a positive impact on society.
Strong leaders provide direction, inspire confidence, and empower individuals to achieve their
full potential. They foster a culture of innovation, collaboration, and accountability, enabling
organizations to adapt to change and thrive in today's dynamic business environment. Moreover,
effective leadership has a broader impact on society, shaping values, driving positive change, and
building trust with stakeholders. As such, investing in leadership development and nurturing the
next generation of leaders is essential for building sustainable organizations and creating a better
world for future generations.

55
 CHAPTER 6: RESEARCH METHODOLOGY

Type of Research: Descriptive Research

Data collection method

The data is purely secondary in nature and the knowledge has been obtained only through various
articles available on various websites. There is no scope to collect primary data in any form as
the topic is theoretical in nature and does not include any kind of questionnaire to be filled. The
research commences by searching for the articles related to the topic “leadership styles in the
airline industry”. Then, studying the leadership styles in other companies, I research and deduce
through my best understanding the leadership style that has been shown by Richard Branson.

Scope

This research will help identify what are the historically accepted and not accepted styles of
leaderships that are exhibited by leaders in the airlines industry and can be used as a guide for
leaders not only the airline industry but all industries.

Limitations

This study is limited by the time and cost constrains of me, the researcher. I have no actual
interviews with leaders or people at the top in the airline industry so the work of the paper is
purely my perspective on the information I have found through secondary research online.

56
 CHAPTER 7: CONCLUSION

In conclusion, leadership styles play a critical role in shaping organizational culture, driving
employee engagement, and ultimately influencing the success of an organization. Through this
exploration of various leadership styles, including autocratic, democratic, transformational,
transactional, and servant leadership, we have gained insight into the different approaches leaders
can adopt to inspire and motivate their teams. Each leadership style has its strengths and
weaknesses, and effective leaders understand when and how to adapt their style to meet the needs
of their team and the demands of the situation. By embracing flexibility, empathy, and self-
awareness, leaders can cultivate a dynamic and inclusive environment where individuals feel
empowered to contribute their best efforts and ideas. In today's rapidly changing business
landscape, the ability to lead with authenticity, vision, and empathy is more crucial than ever, and
by embracing diverse leadership styles, organizations can unlock their full potential and achieve
sustainable success.

57
 BIBLIOGRAPHY

1. https://www.worldairlineawards.com/worlds-top-10-airlines-2023/
2. https://www.mtdtraining.com/blog/richard-branson-leadership-style.htm
3. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3115239
4.https://typeset.io/search/what-are-the-leadership-styles-in-the-aviation-sector-
rv3ki8660q?q=What+are+the+leadership+styles+in+the+aviation+sector%3F
5. https://typeset.io/papers/leadership-approaches-in-multi-cultural-aviation-36ftmfk13a
6.https://typeset.io/papers/effect-of-leadership-behavior-styles-on-performance-a-field-
1424zqgn
7. https://typeset.io/papers/the-relationship-between-leadership-styles-and-aviation-2b09fynt9y
8. https://typeset.io/papers/the-relationship-between-leadership-styles-and-aviation-2b09fynt9y
9.https://typeset.io/papers/transactional-and-transformational-leadership-a-comparative-
3z7w4as1pd
10. https://typeset.io/papers/leadership-styles-and-customer-loyalty-a-lesson-from-41u22acuws
11. https://typeset.io/papers/leadership-styles-as-perceived-in-the-changing-aviation-it5tnv3y
12.https://typeset.io/papers/the-impact-of-leadership-styles-on-performance-and-mediating-
syclw6n8
13.https://typeset.io/papers/key-to-a-successful-leadership-of-tony-fernandes-in-airasia-
22m8sg7z
14.https://typeset.io/papers/work-group-composition-effects-on-leadership-styles-in-
1om45q0ac9
15. https://www.linkedin.com/pulse/sir-richard-branson-character-leadership-assessment-doug-
verleycjchc#:~:text=People%2DCentric%3A%20Branson%20is%20known,opportunities%20fo
r%20disruption%20and%20innovation.

58
 Plagiarism Checker X Originality Report
Similarity Found: 9%

Date: Sunday, March 31, 2024 Statistics: 1326 words Plagiarized / 14736 Total
words
Remarks: Low Plagiarism Detected - Your Document needs Optional Improvement.

PROJECT REPORT ON A STUDY OF LEADERSHIP STYLES IN THE AIRLINES INDUSTRY WITH RESPECT
TO RICHARD BRANSON AND VIRGIN ATLANTIC AIRLINES SUBMITTED IN PARTIAL FULFILMENT OF
THE REQUIREMENT OF MASTER OF MANAGEMENT STUDIES BY SAAD HAQUE ROLL NO 2022064
MMS-II (SEM IV) YEAR 2022 – 2024 / LALA LAJPATRAI INSTITUTE OF MANAGEMENT MAHALAXMI,
MUMBAI – 400034 // DECLARATION I, Mr. Saad Haque, student of Lala Lajpatrai Institute of
Management of MMS II (Semester IV) hereby declare that I have completed the project on A
STUDY OF LEADERSHIP STYLES IN THE AIRLINES INDUSTRY WITH RESPECT TO RICHARD
BRANSON AND VIRGIN ATLANTIC AIRLINES in the Academic year 2022 - 2024. //
Certificate This is to certify that the project work titled “A STUDY OF LEADERSHIP STYLES IN THE
AIRLINES INDUSTRY WITH RESPECT TO RICHARD BRANSON AND VIRGIN ATLANTIC AIRLINES” has
been successfully completed by Mr. Saad Haque during the MMS II, SEM IV in partial fulfillment of
the Master’s degree in Management Studies recognized by the University of Mumbai for the
batch[2022–2024]. This project work is original and has not been submitted earlier for the award of
any degree, diploma or associateship of any other University / Institution.. Date: 31st March, 2024
Dr. M Gowri Shankar Dr. H.J. Bhasin Project Mentor Director //
ACKNOWLEDGEMENT This project has been a great learning experience for me. I take this
opportunity to thank Dr. M. Gowri Shankar, my internal project guide whose valuable guidance &
suggestions made this project possible. I am extremely thankful to him for his support. He has
encouraged me and channelized my enthusiasm effectively. I express my heart-felt gratitude
towards my parents Erfan Haque and Sara Haque, siblings and all those friends who have willingly
and with utmost commitment helped me during the course of my project work.

59