netrashetty
Netra Shetty
Leadership Style at EasyJet : EasyJet Airline Company Limited (styled as easyJet) is a British airline headquartered at London Luton Airport. It carries more passengers than any other United Kingdom-based airline, operating domestic and international scheduled services on 500 routes between 118 European, North African, and West Asian airports.[2] The parent company, EasyJet plc, is listed on the London Stock Exchange (LSE: EZJ) and is a constituent of the FTSE 250 Index.[3] As at 30 September 2009, it employed 8,000 people, based throughout Europe but mainly in the UK.[4]
EasyJet has seen rapid expansion since its establishment in 1995, having grown through a combination of acquisitions[5][6] and base openings fuelled by consumer demand for low-cost air travel. The airline, along with franchise airline EasyJet Switzerland, now operates over 180 aircraft,[7] mostly Airbus A319.[7] It has 20 bases across Europe, the most important one being London-Gatwick.[8] In 2009, EasyJet carried 45.2 million passengers[9] and is the second-largest low-cost carrier in Europe, behind Ryanair.[10]
EasyJet was featured in Airline series broadcast on ITV which followed the airline's operations at London Luton and later at other bases. EasyJet's founder, Sir Stelios Haji-Ioannou, was featured heavily in the series.[11]
Leadership skills
Building innovative product category is generally not possible without the strong commitment of at least one and often several executive champions. Sometimes called corporate sponsors, these experienced managers forge a chain of leadership from idea to market. These are generally members of the company's top management team who believe in the potential of the new technology and/or product and decide to back it. They do not hesitate to leverage their influence within the top management group to support, fund and ultimately guide teams of innovators through the usual corporate decision process and investment hurdles. Although some managers may not immediately think of the creative redesign of one's business model as innovation because it is often not technology driven, it is a powerful way to enhance current business. Many radical business model innovations, like those of low cost airlines RyanAir or easyJet, are built around the smart use of external suppliers/partners to deliver an important component of the service. Although many business model innovations have originated from new entrants to the incumbent industry, it is, nevertheless, desirable innovation effort for established competitors who find themselves caught in a competitive stalemate.
Indeed, putting new system in place in the market requires the vision to imagine and conceive, down to the finest detail, fully operating system. It also demands pragmatic implementation skills to build good structure and coordinate the input of various system component suppliers who are not under the leader's direct control. RyanAir operates single class aircraft layout, thereby maximizing seating capacity and offering cheaper fares. There is also no complimentary food and drink; instead this is sold on board. Flying on Ryanair is about getting safely from A to B anything else simply gets in the way of efficiency. Many airlines have found out the hard way that expanding to become number one is not as important as making profits.
Whilst some of the bigger airlines are floundering, through combination of entrepreneurship and shrewd business practice their low-cost rivals have stuck to their guns and won. The larger airlines now know that they cannot simply slash prices and hope to be competitive instead they must seek additional business and develop new strategies with which to face the future. Thus, airline culture can influence how RyanAir and Easyjet set up professional business goals as well as perform operations and administer resources to achieve them. There can be ideal organizational culture applied in both of the airlines as there affects the way in which business team make decisions with way leaders of the business perceive, feel and act ( 1989; 1990) As leadership and culture connects in particular areas such as RyanAir performance and or Easyjet’s customer commitment. RyanAir and Easyjet cultures are networked at the same time fragmented and there is the presence of both innovative stances. For example, the existence of high power distance values and bureaucratic culture among these two airlines can possibly be well acknowledged (2001; 1985) as the relative high power distance preference and values can make significant influence on the leadership assimilation through business culture. According to (1980), in essence to RyanAir and Easyjet, the culture values of strong business participation in such technology advances can be prevalent along with delegation and decentralization of decision making and control in its strategic assumptions for success in management handling.
Culture and leadership styles
Leadership contributes significantly in the success and failure of both RyanAir and Easyjet as there can be relationships of leadership style, motivation and employee performance within these two airlines (1996; , 1993). Transformational leadership attributes, such as empowerment and clear vision, are often seen as important elements for employee job satisfaction and commitment (1994). This type of leadership style is often associated with flatter airline structure and low power distance as in western firms (2001; 1997). RyanAir leadership tends to be based on position, authority and seniority as commitment is highly associated with loyalty and as far as transformational leadership is concerned, ( 1985) has suggested that transformational qualities lead to performance beyond expectations in Easyjet’s operation settings along with measures of travel effectiveness ( 1996; 2001). Thus, leadership and culture have effect on important airline business outcomes characterizing how RyanAir and Easyjet adopted to every situation in such issues as with combined effect of leadership and culture on business operation performance.
Conclusion/Recommendation
Therefore, leadership and culture are essential factors in business such as those that applies to low cost airliners and is perhaps implies such ironic shifts of ground breaking recognition such as the airline carriers, RyanAir and Easyjet should utilize corporate branding strategies labeled employee branding to position powerfully in their customers consciousness.
In recommendation, for RyanAir:
The need to enhance and focus more on leadership vision reflected in useful mission and placing culture values in proper phasing to such customer service at the heart of their business
There must be transformational yet charismatic touch as putting employees first on shape and serve customers with ample quality of service
The culture must exercise the power of equality in performance and to adapt to business changes if deemed necessary
In recommendation, for Easyjet:
To have a desired brand image of the airline as articulated to employees and staff in number of ways every day
The consideration of alignment for realizing better values as emanating from such customer systems
There requires to have formal leadership resources as there is ample need for communication that relates to HR department and such PR pattern
Focusing on creating and maintaining desirable culture that supports Easyjet in full range as there can be leadership control for keeping customer feedback in positive notion
EasyJet has seen rapid expansion since its establishment in 1995, having grown through a combination of acquisitions[5][6] and base openings fuelled by consumer demand for low-cost air travel. The airline, along with franchise airline EasyJet Switzerland, now operates over 180 aircraft,[7] mostly Airbus A319.[7] It has 20 bases across Europe, the most important one being London-Gatwick.[8] In 2009, EasyJet carried 45.2 million passengers[9] and is the second-largest low-cost carrier in Europe, behind Ryanair.[10]
EasyJet was featured in Airline series broadcast on ITV which followed the airline's operations at London Luton and later at other bases. EasyJet's founder, Sir Stelios Haji-Ioannou, was featured heavily in the series.[11]
Leadership skills
Building innovative product category is generally not possible without the strong commitment of at least one and often several executive champions. Sometimes called corporate sponsors, these experienced managers forge a chain of leadership from idea to market. These are generally members of the company's top management team who believe in the potential of the new technology and/or product and decide to back it. They do not hesitate to leverage their influence within the top management group to support, fund and ultimately guide teams of innovators through the usual corporate decision process and investment hurdles. Although some managers may not immediately think of the creative redesign of one's business model as innovation because it is often not technology driven, it is a powerful way to enhance current business. Many radical business model innovations, like those of low cost airlines RyanAir or easyJet, are built around the smart use of external suppliers/partners to deliver an important component of the service. Although many business model innovations have originated from new entrants to the incumbent industry, it is, nevertheless, desirable innovation effort for established competitors who find themselves caught in a competitive stalemate.
Indeed, putting new system in place in the market requires the vision to imagine and conceive, down to the finest detail, fully operating system. It also demands pragmatic implementation skills to build good structure and coordinate the input of various system component suppliers who are not under the leader's direct control. RyanAir operates single class aircraft layout, thereby maximizing seating capacity and offering cheaper fares. There is also no complimentary food and drink; instead this is sold on board. Flying on Ryanair is about getting safely from A to B anything else simply gets in the way of efficiency. Many airlines have found out the hard way that expanding to become number one is not as important as making profits.
Whilst some of the bigger airlines are floundering, through combination of entrepreneurship and shrewd business practice their low-cost rivals have stuck to their guns and won. The larger airlines now know that they cannot simply slash prices and hope to be competitive instead they must seek additional business and develop new strategies with which to face the future. Thus, airline culture can influence how RyanAir and Easyjet set up professional business goals as well as perform operations and administer resources to achieve them. There can be ideal organizational culture applied in both of the airlines as there affects the way in which business team make decisions with way leaders of the business perceive, feel and act ( 1989; 1990) As leadership and culture connects in particular areas such as RyanAir performance and or Easyjet’s customer commitment. RyanAir and Easyjet cultures are networked at the same time fragmented and there is the presence of both innovative stances. For example, the existence of high power distance values and bureaucratic culture among these two airlines can possibly be well acknowledged (2001; 1985) as the relative high power distance preference and values can make significant influence on the leadership assimilation through business culture. According to (1980), in essence to RyanAir and Easyjet, the culture values of strong business participation in such technology advances can be prevalent along with delegation and decentralization of decision making and control in its strategic assumptions for success in management handling.
Culture and leadership styles
Leadership contributes significantly in the success and failure of both RyanAir and Easyjet as there can be relationships of leadership style, motivation and employee performance within these two airlines (1996; , 1993). Transformational leadership attributes, such as empowerment and clear vision, are often seen as important elements for employee job satisfaction and commitment (1994). This type of leadership style is often associated with flatter airline structure and low power distance as in western firms (2001; 1997). RyanAir leadership tends to be based on position, authority and seniority as commitment is highly associated with loyalty and as far as transformational leadership is concerned, ( 1985) has suggested that transformational qualities lead to performance beyond expectations in Easyjet’s operation settings along with measures of travel effectiveness ( 1996; 2001). Thus, leadership and culture have effect on important airline business outcomes characterizing how RyanAir and Easyjet adopted to every situation in such issues as with combined effect of leadership and culture on business operation performance.
Conclusion/Recommendation
Therefore, leadership and culture are essential factors in business such as those that applies to low cost airliners and is perhaps implies such ironic shifts of ground breaking recognition such as the airline carriers, RyanAir and Easyjet should utilize corporate branding strategies labeled employee branding to position powerfully in their customers consciousness.
In recommendation, for RyanAir:
The need to enhance and focus more on leadership vision reflected in useful mission and placing culture values in proper phasing to such customer service at the heart of their business
There must be transformational yet charismatic touch as putting employees first on shape and serve customers with ample quality of service
The culture must exercise the power of equality in performance and to adapt to business changes if deemed necessary
In recommendation, for Easyjet:
To have a desired brand image of the airline as articulated to employees and staff in number of ways every day
The consideration of alignment for realizing better values as emanating from such customer systems
There requires to have formal leadership resources as there is ample need for communication that relates to HR department and such PR pattern
Focusing on creating and maintaining desirable culture that supports Easyjet in full range as there can be leadership control for keeping customer feedback in positive notion
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