FINAL+PAPER

Leadership is important to all business organizations because it helps create a clear vision of what the company wants to accomplish. A great leader needs to be able to express their vision clearly in order to gain support from the employees for the company’s overall mission. Leaders assume a large amount of responsibility within the organization because they must lead by example and always keep in mind the livelihood of their employees.

There are many different kinds of leadership styles that can be affective within a company. Leadership is different than management in the fact that leadership is more than just a rank within the company, but is the ability to influence others to achieve a goal. Individuals that exhibit emotional intelligence, extroversion, and openness to experience may be better suited for leadership. Leadership is also believed to be a skill set that can be taught to anyone.

One company that stands above the rest when it comes to their leadership abilities is Southwest Airlines. They have been recognized not only for their organizational growth and success but also their unique style of leadership that dominates throughout the company. Southwest Airlines is a passenger airline that provides air transportation throughout the United States. The company primarily provides point-to-point, low-fare services in 68 cities in 35 states throughout the US. Southwest was founded in Dallas, Texas and is currently still headquartered there. Southwest currently employs about 34,726 people (Southwest Airlines Co.).

In 1967 Air Southwest Co. was founded by a group of investors from Texas. At the time, the airline serviced only three Texas cities including Dallas, Houston, and San Antonio. Air Southwest Co. had a bumpy start as three competing airlines filed suit against them. The competing airlines attempted to prevent Air Southwest Co. from flying; however in December 1970 the Supreme Court ruled in favor of Air Southwest. The company changed their name to Southwest Air and finally on June 18, 1971 began operations. The company was a product of Herb Kelleher and Rollin King joining forces to start the airline. Seven years after its founding, Kelleher became the new chairman of the company. A few years later in 1981 he was promoted to president and CEO of Southwest. Early in Kelleher’s career in executive management, Southwest Air expanded their flight services to New Orleans. Southwest continued to expand under Kelleher’s management and expanded its services beyond Texas and New Orleans on to the west coast. Southwest finally became a major airline when they exceeded the $1 billion revenue mark in 1989.

Southwest continued to expand the company by acquiring two airline companies in 1994; Morris Air and Arizona One. Two years later to stay ahead of their expansion, Southwest started using SABRE computer reservation system for providing ticketing and automated booking. During this same time Southwest began to offer online services for booking flights. This enabled Southwest to offer a ticket-less travel option, eliminating the need for paper tickets altogether (Datamonitor).

 In 2001 the airline industry took a big hit due to the tragic happenings on September 11th. Southwest recovered with earnings of $313 billion in 2004. Their earnings were a big success compared to other airlines. Over the years, Southwest received many awards including //Forbes// magazine naming Southwest as the 7th World’s Most Admired Companies in 2009.Southwest has also been recognized by //Fortune // magazine as #1 in their "100 Best Companies to Work for in America" list (McGee-Cooper, Looper, Trammel). This is likely not only due to their strong performance in business operations, but also a strong performance in leadership as well.

Leadership is the ability to influence a group toward the achievement of a vision or a set of goals (Robbins & Judge 2011). Different leadership styles between genders have been found. Women use a more democratic or participative style and men use a more autocratic and directive style. Nevertheless, whether man or woman, organizations need strong leadership and strong management for optimal effectiveness. One female leader at Southwest really stands out among their most important leadership assets, Colleen Barrett.

Colleen Barrett, former secretary to Herb Kelleher, was the first female President of a major airline in history. Now President Emeritus of Southwest Airlines, Barrett has been with the company since its inception in 1971. With just an associate’s degree from Becker Junior College in Worcester, Massachusetts, Barrett rose through the ranks of Southwest Airlines starting as secretary of the corporation in March, 1971. Barrett eventually became the Vice President Administration from 1986-1990. Through exceptional leadership skills, Barrett reigned as Executive Vice President from 1990-2001. It was in June 19, 2001 when she became President and corporate secretary of Southwest Airlines and held that position until July 16, 2008. To this day, Barrett still remains as an employee of Southwest Airlines and does not plan to leave the company until July, 2013. Barrett is responsible for the infamous corporate culture that Southwest Airlines possesses. As a longtime leader of the company’s hiring program, she focused on employees who wanted more than just a job. Through her guidance and leadership, Barrett led Southwest in constantly outperforming all other airlines year in and year out in the airline industry’s “Triple Crown” of performance ratings. Because of her corporate culture, Southwest continues to consistently produce one of the lowest turnover rates of employees. Recently, Barrett has written a book, __Lead with LUV__, a publication about leadership. Barrett truly is the central and pivotal figure that makes Southwest’s leadership and corporate culture so successful.

Leaders can also be described in terms of their traits. Trait theories of leadership focus on personal qualities and characteristics. A few essential leadership traits are extroversion, conscientiousness, openness, and emotional intelligence. Traits can predict leadership, but they are better at predicting leader emergence rather than effectiveness (Robbin & Judge 2011). Trait research provides a basis for selecting the right people for leadership. Barrett displays conscientious and emotional intelligence traits because she is very conscientious in the sense that she knows her role within the company and how to get positive outcomes for her employees. She is well aware of her emotions and is able to identify others’ emotions.

In addition to her own leadership traits, Barrett believes that //every// employee at Southwest Airlines should embody three “ideals” whether that employee is an airline pilot or a baggage handler. Each employee at Southwest is hired by a panel of three interviewers from three different departments of the airline who look for these traits within each job candidate. These ideals, Barrett believes, give Southwest the company culture it is so infamous for and a standard to measure their performance. These ideals are a Warrior’s Spirit, Servant’s Heart, and Fun-LUVing Attitude (Barrett & Blanchard, 2011). With employees using these ideals while working at Southwest, it is no wonder the airline leads the industry in customer service.

A Warrior’s Spirit refers to an employee’s work ethic. It is described as an employee’s ability to work hard and a desire to be the best. Employees with a Warrior’s Spirit are courageous, display urgency, persevere, and innovate. A Servant’s Heart refers to an employee’s ethics and morals. Their working relation with fellow coworkers as well as their manner with which they treat customers is what is being referred to when speaking of a Servant’s Heart. The Golden Rule is regularly “enforced” at Southwest Airlines. Treating others with respect, putting others first and being proactive are among the most important points of the Servant’s Heart.

The last ideal which Barrett specifies within Southwest’s company culture is a Fun-LUVing Attitude. This, of course, is self-explanatory. Simply, Barrett wants employees to have fun. Employees should not take themselves too seriously. Instead, employees company-wide should maintain perspective, celebrate success, enjoy their work, and be passionate team players. Working with this attitude brings levity to any situation, puts workers at ease, and allows employees to enjoy their work. With this Barrett hopes that it will inevitably increase productivity, effectiveness, and efficiency. That is truly leading with “LUV”!

<span style="font-family: Arial,sans-serif; font-size: 10pt;">Southwest understands the importance of trait theory whether they realize it or not. By only hiring people that fit within their company ideals, they ensure that their leadership culture stays strong. Southwest strives to hire like-minded individuals to make sure that they fit within the company’s organizational culture instead of having to assimilate new hires. In contrast to trait theory, <span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;"> behavioral theory states leadership is a skill set and can be taught to anyone; therefore the proper behaviors must be identified to teach potential leaders (Robbin & Judge 2011).

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">Unlike the trait theories of leadership which claims that leadership is inherent and must identify leaders based on their traits, the behavioral theory has a different approach. Leaders can be trained to achieve success by influencing other people. During the 1940’s the Ohio State studies identified two behavioral dimensions which accounted for most of the leadership behavior described by employees. The first behavioral dimension is called initiating structure. This indicates the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment (Robbin & judge 2011). <span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">The second behavioral dimension is called consideration and is the extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. The Ohio State research also identified another form of leadership called transformational leadership. These leaders inspire followers to transcend their self-interests for the good of the organization.

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">At Southwest Airlines, the second behavioral dimension from the Ohio State studies, consideration, can be used to define their leadership style. For example, Colleen Barrett founded the Culture Committee, originally a group of 38 opinion leaders from all levels and departments which has now grown to 120 dedicated employees. All of the employees that are dedicated the Culture Committee are volunteers and become Alumni after 3 years of working for the committee. Barrett formed the Culture Committee out of consideration for her employees so they could have a voice in important issues within the company. Much of each meeting is listening to the members address different topics. An opening topic might include a question like, "What problems do we need to address this year?", and members are encouraged not only speak on this topic but to listen carefully to what is being said. All of the top leaders also attend each Culture Committee meetings so that they are present when concerns or challenges are brought up so they can address them before they gain momentum (McGee-Cooper, Looper, Trammel).

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">Another research group from Michigan State also came up with two behavioral dimensions in leadership. The first dimension is employee-oriented leadership which emphasizes interpersonal relationships between leaders and employees. This dimension stresses the importance of leaders taking personal interest in the needs of their employees and accepting individual differences among them. The second dimension is a production oriented leadership style, which focuses more on the task or technical aspect of the job (Robbin & Judge).

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">Colleen <span style="font-family: Arial,sans-serif; font-size: 10pt;">Barrett exhibits a more employee-oriented behavioral style of management, as discovered by the studies conducted at the University of Michigan. Another key aspect of Southwest's culture is “customers come second”, and therefore their employees come first. From the very start of the company, Kelleher and Barrett knew that their employees could only serve their customers with exemplary and memorable customer service if employees felt they were being treated in the same manner from their leaders. If Southwest's employees felt confident that they were supported in the way that they serve their customers they were more likely to deliver exceptional customer service <span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">.

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">Robert Greenleaf identified another leadership style called servant leadership. This form of leadership style focuses on increasing services to others rather than one self. These types of leaders are less likely to engage in self-serving behaviors that hurt others (Robbin & Judge). Colleen Barrett not only holds herself and the company’s to servant leadership standards and strives to be a model to the selfless spirit but encourages all of Southwest's employees to care for their fellow department or station employees with just the same selfless spirit.

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">As mentioned before a leader can display multiple leadership styles, but if there is one way to describe Southwest’s core leadership style it would servant leadership. As defined, servant leadership increases service to others rather than oneself. Executive management of the company wants their employees to develop their careers and help in the organizational development. A clear example of how Barrett displays the characteristics of a servant leader is that she holds herself and others accountable. She has always strived to model the selfless spirit of service that she believes grows a strong culture of service. Another characteristic is that she as a unique gift to listen with no agenda. One of the most important characteristic of a servant leadership is the commitment to the growth of people. Southwest Airlines has countless examples of leaders who began in entry-level positions and are now senior leaders. This could not have been done without the commitment to the growth of people from Colleen Barrett.

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">The Culture Committee is also an example of how 'leading with a servant's heart' is lived by the employees of Southwest Airlines as they continue to be committed to the growth of themselves and others and build a sense of community within the company. The main mission behind the Culture Committee is to "Do whatever is takes to create, enhance, and enrich the special Southwest Spirit and Culture that has made this such a wonderful company and family". For the Culture Committee meetings to be effective in the workplace, the top leaders need to act upon what they learn from each meeting. In addition to Barrett’s servant leadership style, she also displays characteristics from the path-goal theory of leadership.

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">Path-goal theory, developed by Robert House, extracts elements from the Ohio State studies concepts of initiating structure and consideration as well as the expectancy of motivation. Path-goal theory defines the leader’s role as to provide followers with the information, support and other resources necessary to achieve their individual goals. According to the theory, there are four leadership types that emerge within specific situations. The different types are directive, supportive, participative and achievement-oriented (Robbin & Judge).

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">Colleen Barrett displays a directive leadership style when she looks at what needs to be done and takes ownership. Barrett also takes into account the role of intrinsic motivation and empowerment. One hallmark of Barrett’s genius is finding creative ways to honor people on a very scarce budget. Barrett is known internally for her “Bible,” a growing list of words, terms, and writing guidelines approved by her for internal and external documents. Barrett has chosen to capitalize words like People, Employees, Customer, Leader and Company when documents are published for and about Southwest Airlines. This is to stress the importance of these different roles within the company and acknowledge them in a unique way. Also with The Culture Committee, Colleen inspires the vision, empowers employees at every level to become a family.

<span style="font-family: Arial,sans-serif; font-size: 10pt;">Lastly, all successful leaders need their subordinates to trust them in all organizational situations. Trust can be described as a psychological state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. Followers who trust their leaders are willing to be vulnerable to their leader’s actions and confident their rights and actions will not be abused (Robbin & Judge). If the top leaders, including Colleen Barrett did not follow up on what they learned from their employees from Culture Committee meetings for example, then they would not be able to earn their trust. Trust is a key attribute associated with Barrett and she believes it is something that must be earned every day. Barrett earns trust from her employees from consistently being reliable in her follow-through (McGee-Cooper, Looper, Trammel).

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">It is clear that Southwest Airlines has a unique style of leadership that exudes throughout the company. Southwest has a clear vision on what kind of leadership culture they would like to sustain and what kind of employees they want working for them. Southwest cares more about empowering their employees and giving them a voice within the company to shape the organization.

<span style="background-color: white; font-family: Arial,sans-serif; font-size: 10pt;">It is important for Southwest Airlines to continue to shape and sustain their corporate culture even after Colleen Barrett has left the company. It is a great strategy on their part to make sure that everyone within the company really lives by the three ideals and continues to keep the company’s leadership strategy thriving. Since Southwest Airlines has had a strong company culture from the very inception, it is hopeful that they can continue to be successful in all areas of their organization no matter who becomes their next leader.