[University Affiliation]
There are certain characteristics that a manager and a leader should possess in order to succeed in leading and guiding the organization. A leader should have both managerial and leadership capabilities for performing responsibly and effectively. Managers are expected to manage both people and processes for performing their tasks and responsibilities. In the light of the article by Zaleznik (1992) the various qualities that distinguished Sullenburger as leader and manager and the contextual applicability of the leadership idea were identified and discussed.
Sullenburger as a manager
According to Zaleznik (1992) a manager facilitates in solving the issues and problems he or she encounters as part of their job responsibilities. Likewise, Sullenburger was quick to identify the problem in the aircraft and assessed the different alternatives for resolving the issue. Even though he had not encountered similar situations previously, he quickly responded to the situation. As a manager always seeks for better options and solutions, Sullenburger also assessed all the possibilities effectively to deal with the issue. At any point of time, he did not lose control and managed the situation quite well.
Managers seek their goals as it forms a necessity. That is, they set goals out of their tasks and responsibilities or as part of their job responsibilities. Based on the Sullenburger case study, he strived to achieve the goal as it became a necessity for him in his capacity as the experienced pilot of the aircraft. Zaleznik (1992, p. 3) considered qualities like “tolerance and goodwill” to be of prime importance to managers in addition to “persistence, tough-mindedness, hard work, intelligence and analytical capability”. Sullenburger also displayed some or most of the qualities mentioned by Zaleznik.
Developing and maintaining good working relationship with fellow employees is found to be essential for managers. Sullenburger seems to maintain good working relationship through appropriately communicating with the copilot and with the supporting staff. Like an effective manager Sullenburger was always trying to convert the win - lose situation into a win - win situation. He charted out plans to convert the disastrous situation into a win - win situation and was successful in accomplishing the ends.
Sullenburger as a leader
Leaders should possess the power and capability to influence people and lead them in the direction they wish to. Similarly Sullerburger was able to persuade the authorities that landing the aircraft in the water was the only and the wisest option available to him and his team. He was successful in convincing his authorities and subordinates of his intentions. Lunenberg (2011) was of the opinion that a leader need to be composed and should never lost control in order to be successful in leading others. Based on the case study, it was noted that Sullenburger had absolute control over the people as well as the situation. Throughout the crisis stages, he was able to lead his team from the forefront and was ready to take calculated risks with a calm and composed attitude. He did not yield to the situation, however, difficult it was.
It is considered that unlike managers, leaders usually take a more personal and active approach towards goals. In the case of Sullenburger, he remained active in pursuing the aim of landing the aircraft safely. Leaders provide opportunity for change or become a cause for effecting change (Gold, Thorpe & Mumford, 2010). Similarly in the case study, Sullenburger also was instrumental in bringing about favourable changes in a crisis filled situation. Leaders were found to be more tolerant to confusions, crisis and disorders (Lunenberg, 2011). Sullenburger was also tolerant to the indifferent situation which appeared on the airplane and remained at task. As an effective leader Sullenburger created opportunities for changing the crisis filled situation into a progressive one (Lunenberg, 2011).
Application of effective leader idea in the context of Sullenburger
The idea that an effective leader should realise their capabilities, strengths and learning and should make the most out of it, is found to be highly applicable in the case of Sullenburger. In the case study, Sullenburger identified that his experience as a pilot, his technical knowledge and analytical skills were his strengths and capabilities. He utilized these strengths for devising an effective plan for landing the aircraft in the river without causing any major casualties. His experience as a pilot, technical knowhow and learning helped him in trying out different options for bringing the aircraft under control during the initial stages. But as he realized that the various options were not applicable to the current situation, he was looking for all possible landing options for the aircraft. His analytical capabilities enabled him to identify all the possible landing options and its trustworthiness. His analytical skills helped him to choose the most suitable and safe option contextually. In the end, it was found that his selection was applicable and emerged successfully.
Sullenburger was aware of his capabilities and succeeded in utilizing his strengths, capabilities and learning for devising as well as in attaining the goals, quite effectively. His analytical capabilities enabled him to take corrective actions at the most appropriate times. Sullenburger never panicked at any point of time, but tried his level best to bring about desirable outcome. Sullenburger seems to have done a real great job.
So based on the concept that an effective leader needs to identify as well as make use of their strengths, capabilities and knowledge for facilitating better outcome, Sullenburger can be categorised as an effective leader.
Application of effective leader idea to me
This idea about leadership appears to be highly useful to me in any context. One needs to identify ones’ strengths and weakness in order to gain insights and knowledge on their scope and limitations. Self awareness is required for setting goals and devising clear-cut targets for achieving it. Such awareness enables us to plan and work appropriately for accomplishing our goals and objectives at the most suitable times. Understanding our own strengths and capabilities are essential for making effective use of it.
Knowledge on one’s strengths, capabilities and knowledge appear to be of prime importance for maximizing one’s performances. Though this awareness alone would not make an effective leader, but this knowledge is integral to becoming an efficient leader. As in the case of Sullenburger, he never went back from the precarious tasks as he had the self belief that his capabilities, strengths and learning could lead him into success. So I strongly believe that in my case also, such awareness would of great use when encountering both favourable and unfavourable life and work situations.
Conclusion
The assessments revealed that Sullenburger possessed the qualities of both the manager and the leader. These qualities could have helped him in accomplishing his tasks pretty well.
References
Lunenberg, F. C. (2011). Leadership versus Management: A Key Distinction—At Least in Theory. International Journal of Management, Business, and Administration, 14 (1): 1 – 4. Retrieved May 25, 2014, from http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Leadership%20versus%20Management%20IJMBA%20V14%20N1%202011.pdf
Zaleznik, A. (1992). Managers are leaders: Are they different? Harvard Business Review: Classic.
Gold, J., Thorpe, R. & Mumford, A. (2010). Handbook of leadership and management development. Fifth Edition, Farnham Surrey: Gower Publishing Ltd.
