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Running head: ALASKA AIRLINES CASE STUDY 3.6 13.6 Group Case Study #1Alaska Airlines: Navigating ChangeMBAA 520 Org Behavior Theory Applications in AviationDr. Michael SantoninoApril 9, 2017AbstractThis group project will analyze and discuss organizational issues present in Alaska Airlines corporate structure utilizing the course case study. Research will be conducted to determine what strategies leaders within the organization took to implement change and if these changes were successful in creating change within Alaska Airlines. The topics that will be researched include how leaders in the case demonstrated idealized influences, future desired
ALASKA AIRLINES CASE STUDY 3.6 2states required for transforming the organization. The ability of the leaders to envision and communicate an attractive attainable future.Alaska Airlines had suffered a severe decline in customer satisfaction ratings due to poor management oversight, union shortcomings and a couple of tragic disasters that could not have possibly been predicted. Through trial and error Alaska was able to pull out of its rut and become one of the highest rated airlines in the industry, customer satisfaction ratings turned around as did customer loyalty and the perceived morale of its employees.Keywords: idealized influence, leadership, change managementIdealized InfluencesAfter years of struggling with a culture of mediocrity and negative trends, and the suboptimal results of the “Mad Dog” task force the leaders of Alaskan Airlines brought in Ben Minicucci to fix the Seattle hub. Of his three guiding principles, his first principle was leading with passion. Employees need to be held accountable and data is important, but employees are
ALASKA AIRLINES CASE STUDY 3.6 3going to have to want to follow the leader first. "Idealized influence" is defined as having transformational leaders who behave in ways that result in being role models to their followers. These leaders are admired, respected and trusted. Followers identify with the leaders and want toemulate them. A leader cannot just force people to want to do their jobs; they have to want to perform their jobs. Minicucci also lead from the front. He did not lead from behind a desk. Whether it was with a certain group (ie Vendor Oversight Group) or a manager in a specialty, he led and was a part of the solution. Clarification of the Future Desired StatesBen Minicucci, newly appointed vice president of Alaska Airlines Seattle Operations proposed a leadership strategy to his boss, Glenn Johnson, executive vice president of airport service and maintenance & engineering, of cross-divisional collaboration and alignment(Avolio,Patterson, & Baker, 2015). From his past experience at Air Canada, Minicucci knew that this approach would achieve the required change for Alaska Air in structure, process, and culture (Avolio, Patterson, & Baker, 2015). Johnson presented Minicucci’s vision to Bill Ayer, Alaska Airlines president and chief executive officer, and the executive team. Ayer had assembled the