Unsing the case, Developing Leaders at Southwest Airlines (attached) answer the following question:How does Southwest develop its leaders?What is the role of culture and fit in success of the company?How does power impact the power holders and those who are subject to it?How does power impact the power holders and those who are subject to it?What are the key elements of Southwest culture? Leadership in ActionDeveloping Leaders at Southwest AirlinesIn the highly turbulent airline industry, Southwest Airlines (SWA) is one of the healthiest companies, continuing growth and profit in a climate that is threatening thesurvival of other airlines. Marketing strategist Micah Solomon believes the company's culture is the key to its success: "A consciously developed customer-centeredculture is a business advantage that will serve you for years-and inoculate you against competitive inroads" (Solomon, 2012). SWA's special culture emphasizesindividuality, taking care of people, and fun. "Learn from your mistakes; take the initiative; and listen to your heart" (The power of persistence, 2002) are simple andpowerful words from Colleen Barrett, the former CEO of Southwest Airlines, who was with the airlines much of her career and as is the case with other members of theleadership team, including founder Herb Kelleher and current CEO Gary Kelly. David Ridley, the recently retired vice president of marketing and sales, talks with prideabout Southwest's "warrior spirit," which focuses on caring, emotions, and putting employees first (Warrior Spirit, 2006). While Colleen Barrett headed the company, shealso had the title of Queen of Hearts for sustaining a culture that is "fun, spirited, zesty, hard-working, and filled with love. Love is a word that isn't used too often incorporate America, but we've used it at Southwest from the beginning" (Shinn, 2004: 18).In addition to a supportive culture, for which Kelleher and Barrett can take much credit, Southwest is deliberate about developing leaders and leadership. Talking aboutthe company's HR practices, Barrett describes, "We are very, very disciplined about hiring and we're very, very disciplined about mentoring and coaching.... We're a veryforgiving company in terms of good honest mistakes, but we're not forgiving about attitude and behavior and demeanor" (Fisher, 2007: 18). Barrett suggests thatdeveloping employees and maintaining the culture starts with the hiring process by carefully selecting people and being very clear about expectations and companyculture (Sekula, 2007). Programs to develop leaders range from formal leadership training for everyone, including frontline employees, to presentation by outsideconsultants, leadership briefings, and communication about leadership in company bulletins. Managers and company leaders also make a point to include the topic ofleadership in their regular interactions and strive to demonstrate the principles the company embraces (Shin, 2003). They also provide credible role models for others. Forexample, Kelleher works from a small windowless office and treats all employees regardless of their rank with care and respect (Warrior Spirit, 2006). The goal of trainingand development at Southwest is to perpetuate a culture and a leadership style that have been effective. Barrett says that they are not shy about closely monitoring theiremployees, getting rid of people who do not fit in, promoting those who represent the spirit of the company, and holding their leaders and managers accountable (Sekula,2007). They are also not shy about standing up for employees who do their jobs well, even when customers complain (Warrior Spirit, 2006) The concept of fit between the person and the company is central to Southwest's success. Through careful hiring and training, the company makes sure that thosewho do not fit well do not get hired or do not stay long. Caring about others, authenticity, and maybe most important, a sense of humor, are prerequisites for beingsuccessful at Southwest. Ridley says: "Our leaders have a genuine love for people. We don't want you in leadership if you don't. If it's all about you we don't want you-there are no BS [Big Shot] leaders at Southwest" (Warrior Spirit, 2006). Barrett encouraged the culture by creating a Culture Committee, a group made up of a team of 100employees who preach and teach the company's unique culture (Medley, 2006). In addition, local culture committee's members are further entrusted with the task formaintaining and strengthening the Southwest SPIRIT (always in capital letters). The culture even has its own language, which includes "Southwest Family," "ServantLeadership," and "New Hires," all used as proper nouns to indicate their importance to the company (Medley, 2006).Although leaders play a key role in developing others, everyone at Southwest is in charge of that culture. Through strong training programs, promotions from within, thetelling and retelling of many stories, for which the company cofounder and past CEO Herb Kelleher is famous, the culture is ever present. The company offices aredecorated with memorabilia that further reinforce Southwest ideals. Kelleher ensured that current and upcoming leaderships are in place and guarantee "life after Herb"(Medley, 2006). Barrett played a further role in developing leaders, mentoring anyone who had "a passion for what he or she does or who has a desire to learn" (Shin,2003), and she empowered her followers to do the same. She stated, "When New Hires ask me all the time, 'How are you going to keep the culture?' I say, 'I'm not. Youare.' " (Medley, 2006). The new CEO, Gary Kelly, seems to be carrying on much of the tradition. He showed up dressed as Edna Turnball, the mom in the musicalHairspray, at a recent company Halloween party (Bailey, 2008).

Since you have posted question with multiple sub-questions as per the guidelines we will provide…

Answered: Southwest Airlines

Business

Management

Southwest Airlines

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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