The strengths and weaknesses of two corporate icons, Continental Airlines and Fletcher Jones and Staff will be analysed in this case study using various theories and frameworks to compare the two companies, with particular attention to contrasting the different leaders in each and where their approaches and leadership styles proved service or disservice to the success of their organisations. The key frameworks covered are: Drucker’s (1994) Theory of Business, Quinn et al’s (2011) Competing Values Framework, Nohria et al’s (2003) 4 + 2 Formula for Business Success and Kouzes and Posner’s (2002) The Five Practices of Exemplary Leadership. In order to differentiate Fletcher Jones the man in this case study, the company will be referred to as it was originally named, Fletcher Jones and Staff.
Quoted in relevant areas of the case study is Anthony Robbins, who is considered a world authority on the psychology of leadership and organisational turnaround.
Table of Contents
1. Introduction
2. Synopsis
2.1 Continental Airlines
2.2 Fletcher Jones
3. Theory of Business
3.1 Continental Airlines
3.2 Fletcher Jones
4. Competing Values Framework
4.1 Human Relations Model - Collaborate
4.1.1 Continental Airlines
4.1.2 Fletcher Jones
4.2 Open Systems Model – Create
4.2.1 Continental Airlines
4.2.2 Fletcher Jones
4.3 Internal Process Model - Control
4.3.1 Continental Airlines
4.3.2 Fletcher Jones
4.4 Rational Goal Model – Compete
4.4.1 Continental Airlines
4.4.2 Fletcher Jones
5. 4 + 2 Business Success Formula
5.1 Continental Airlines
5.2 Fletcher Jones
6. The Five Practices of Exemplary Leadership
6.1 Continental Airlines
6.2 Fletcher Jones
7. Conclusion
References
- Quote paper
- Renee Stah (Author), 2012, Leadership style analysis within two corporate icons: Continental Airlines and Fletcher Jones, Munich, GRIN Verlag, https://www.grin.com/document/274921
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