This project will outline Tan Sir Anthony Francis Fernandes (Anthony Fernandes) role in the raise of Malaysian based AirAsia, which was named Malaysia Airlines at that time, from being a company close to bankruptcy at 2001, when it was bought by him for a symbolic amount of $0.25 USD to one of the most successful airlines in the world.
Fernandes chose to set up an airline in the one of the toughest times of the airline industry; Right after the 9/11 attacks in with hundreds lost their lives and costumers were too scared to fly, additionally were the oil prices quite high and along with the acquisition there came a debt of $11 million USD. (e.g. White 2010) Despite this unfortunate starting position he did not fail. Already in 2002 one year after the acquisition Fernandes was able to take the first profits and in 2008 the revenue already reached 877 million USD. (e.g.Times 2010) He was awarded as “Asia Businessman of the Year” by the Forbes magazine also he became member of the French Legion of honor (for his contribution in aviation industry) and in 2011 her majesty Queen Elizabeth II honored him by appointing him as a Commander of the British Empire. He was honored for his work to promote commercial and educational links between the UK and Malaysia. (e.g.Times 2010) The question arising is how did Tony Fernandes manage to turn a business idea likely to fail in such a big success?
Table of Contents
1. Introduction
1.1. Methodology
1.2. Theory
1.2.1. Charisma and Leadership
1.2.2. Transactional and Transformational Leadership
1.2.3. Discourse
2. Deconstructing/ Analysis
2.1. Leading by biography
2.2.Transformational Leadership
3. Discussion / Different Context
4. Conclusion/ Future Research
Objectives and Research Focus
The primary objective of this paper is to examine whether the success of Tony Fernandes as the CEO of AirAsia is rooted solely in a high-quality business idea or if it is significantly driven by his specific leadership qualities and narrative strategies.
- Analysis of the interplay between business models and leadership styles.
- Examination of the role of autobiographical discourse in establishing leadership legitimacy.
- Application of charismatic and transformational leadership theories to real-world corporate success.
- Investigation of how CEOs build a "sense of shared identity" with their workforce.
- Evaluation of leadership adaptability when transitioning between different organizational contexts.
Excerpt from the Book
Leading by biography
When referring to leadership almost all approaches have a common essence, they view leadership as the passing on of values and meaning by ‘exemplary action, as well as in the articulation of an inspiring vision.’(Steyrer 1998: 807) Leadership is what turns individual interests into collective whereby the followers commit themselves to the leaders’ mission and work hand in hand in order to achieve the underlying goals. (e.g. Steyrer 1998)
When Tony Fernandes is mentioned in the media in connection with AirAsia there is often quoted the same story about why he choose to found AirAsia and he himself also never grows tired of telling the same story over and over again.(e.g. BBC 2010)
It is the story of a young boy who was send to a boarding school in England. During the holidays he wanted to visit his parents in Kuala Lumpur who had to reject the boys wish in regards to the costs of a flight. Due to this bitter experience the young Tony Fernandes got the idea that an airline that would make it affordable for everyone to fly when they want to should exist. (e.g. BBC 2010)
There is a good reason why Fernandes tells this story in a lot of interviews and thereby keeps it circulating. Shamir et. al. argue that the leaders’ biography is an often overlooked but important source of influence on his followers. (2005) Follower, especially in a large company, do not necessarily do have a direct contact to the leader. Because of this distance follower need to find other sources out of which they can create sense; one of those possible sources is the leader’s biography. (e.g. Eden, Avolio, Shamir 2002) A leader might therefore benefit from a colorful told story about his life that “makes sense” to others, a story that justifies what the leader is doing.
Chapter Summary
1. Introduction: This chapter introduces Tony Fernandes and the historical context of AirAsia, outlining the research objective to challenge the notion that his success is attributed exclusively to the business model.
1.1. Methodology: This section explains that the study relies on secondary qualitative data, including interviews and biographical material, to analyze Fernandes’ leadership behavior.
1.2. Theory: The chapter establishes the theoretical framework, focusing on charismatic leadership, the distinction between transactional and transformational approaches, and discourse theory.
2. Deconstructing/ Analysis: This main part examines how Fernandes utilizes his personal biography and transformational leadership techniques to build legitimacy and motivate his workforce.
2.1. Leading by biography: This chapter analyzes how Fernandes uses his life story to create a narrative that aligns his personal vision with the collective goals of his employees.
2.2.Transformational Leadership: This chapter explores how Fernandes creates a sense of shared identity and motivates employees by actively engaging with them on the ground and fostering a participative environment.
3. Discussion / Different Context: This chapter applies the findings to a hypothetical new leadership context, questioning whether the established leadership strategies remain effective under different organizational conditions.
4. Conclusion/ Future Research: This concluding section summarizes the core findings, noting that Fernandes’ leadership approach is a key factor in his success alongside his business ideas.
Keywords
Tony Fernandes, AirAsia, Charismatic Leadership, Transformational Leadership, Business Strategy, Biographical Discourse, Leadership Archetypes, Corporate Identity, Management, Organizational Success, Employee Motivation, Qualitative Research, CEO Leadership, Shared Identity, Performance Management.
Frequently Asked Questions
What is the core focus of this academic paper?
The paper examines the success of Tony Fernandes, the CEO of AirAsia, specifically analyzing whether his achievements are purely based on a successful business model or significantly influenced by his unique leadership style.
What are the central themes discussed in this work?
The central themes include the role of personal biography in leadership, the distinction between transactional and transformational leadership styles, and how leaders create shared meaning and identity within an organization.
What is the primary research question?
The primary research question is: Is Tony Fernandes’ success based on an exceptionally good business idea or his leadership qualities, and how does he effectively convince people to work for his vision?
Which scientific methods are employed in this study?
The study utilizes a qualitative research methodology, analyzing secondary sources such as interviews, biographies, and case studies to deconstruct Fernandes’ leadership practices.
What topics are covered in the main section of the paper?
The main section investigates how Fernandes uses his life story to build legitimacy ("Leading by biography") and how he applies transformational leadership techniques to foster a sense of collective identity among his employees.
Which keywords best characterize this research?
Key terms include Tony Fernandes, AirAsia, Charismatic Leadership, Transformational Leadership, Biographical Discourse, and Organizational Identity.
How does Fernandes use his biography to influence followers?
Fernandes uses his personal story about wanting to make air travel affordable for everyone as a tool to create a narrative that gives his current business decisions a sense of purpose and legitimacy that his followers can identify with.
What does the paper conclude regarding the success of AirAsia?
The paper concludes that while a good business idea was foundational, the exceptional way in which Fernandes leads his company—by creating shared identity and utilizing transformational leadership—is a critical, often overlooked pillar of his success.
- Arbeit zitieren
- BA Sc. Jens Hermann Paulsen (Autor:in), 2011, De- and Reconstructing Leadership, München, GRIN Verlag, https://www.grin.com/document/204571
