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The importance of being a good leader
Leadership five key elements
The importance of being a good leader
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Apollo 13 experiences major malfunctions which end up changing the mission from landing on the moon to now just trying to return to earth with all of the crew still alive. This movie illustrates how the leaders can develop a new vision and values, and how the team can come together and collaborate under high stress situations. Their vision changes from landing the astronauts on the moon to just getting the astronauts back to earth safely when there is an unexpected explosion in the service module. Even under a ridiculous amount of pressure, the crew was able to communicate efficiently and use their decision making skills to help solve the problem effectively. Apollo 13 is all about how their team effort and leadership skills come together to overcome what they thought would be a horrifying ending.
Gene Kranz who was the flight director and in charge of the mission control team, developed a set of values; discipline, morale, toughness, competence, commitment, and team work to approach the situation. These set of values helped build the chemistry that kept them together during all of the different difficulties that had to face and helped the reach success in the end. For every seemingly impossible situation, Mr. Kranz gives new liveliness and vision to the team by his response always being “we need to find a way to make it work.” His leadership focuses on path goal theory. During his meetings when they were trying to develop a re-entry plan, he was only worried about making sure they were taking the right steps to bring the astronauts back safely. He explains to his colleagues what the proposals are, considers new thoughts, and is very supportive of everyone’s ideas. He clarifies the main goal and uses his relationship with everyon...
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... go well and end safely. Marilyn displays personal integrity when she demands to know what is going on with the mission after she sees the news report on TV. She shows self-confidence when she calls and demands to know what’s going on and is will not hang up until she gets answers. During the whole situation she holds herself together under all of the stress, showing her emotional maturity.
Gene Kranz and Jim Lovell are the main people who show how a leader is able to influence and lead the team when an unexpected situation occurs. When they’re having to face issues, conflicts, and achieving goals, making sure that your crew is focused is very important. No matter what pressure or conflict they were dealing with, they were able to make decisions fast and effectively. The leadership and team structure were the main reasons behind the ground team’s incredible work.
After the accident, Gene Krantz relied on the skills and expertise of his people. A successful leader builds a strong team, but a leader must be able to separate himself/herself from the team to make the best decision. In Apollo 13, Gene empowered his team to come up with a solution for the air scrubbers. By addressing the most critical problem first, he afforded the team time to work on the other problems. The scrubbers were the most critical or they all would have suffocated. By encouraging the team to share expertise and professional opinion and separates himself by taking it all into consideration when making the decision.
Shortly after Neil Armstrong and Buzz Aldrin landed and walked successfully on the Moon for the first time in history, another lunar mission almost ended in disaster without the valor and strong leadership it took to get three men back to Earth. Jim Lovell (played by Tom Hanks), Jack Swiggert (played by Kevin Bacon), and Fred Haise (played by Bill Paxton) blasted off on the Apollo 13 mission on April 11, 1970, in trying to collect samples from the surface of the Moon and survey it. Swiggert took the place of the more experienced Ken Mattingly (played by Gary Sinese) since Mattingly was the only one not immune to the measles after one of the other astronauts had contracted it. The flight surgeon on the trip ordered him to remain aground to keep both himself and the crew healthy during the flight.
On April 13, 1970, NASA's Mission Control heard the five words that no control center ever wants to hear: "We've got a problem here." Jack Swigert, an astronaut aboard the Apollo 13 aircraft, reported the problem of broken down oxygen tanks to the Houston Control Center, less than two days after its takeoff on April 11th. Those at the Control Center in Houston were unsure what had happened to the spacecraft, but knew that some sort of explosion had occurred. This so-called explosion sent Apollo 13 spinning away from the Earth at 2,000 miles per hour, 75 percent of the way to the moon. In order to get the astronauts back to the Earth's atmosphere would be to utilize the moon's gravitational pull and send them back towards home, like a slingshot. However, this procedure would require three days, and this demanded more oxygen and electricity than the crew had available to them. Eugene "Gene" Kranz, head of this flight mission, although looking on in horror, began thinking of solutions to the problem immediately after the Controls were aware of the problem on board. Knowing that the options of refueling the spacecraft with oxygen or retrieve the astronauts himself, he needed to think of a strategy for a safe return. In this sense, if his solution fails, it could result in the biggest catastrophe in NASA history.
Apollo 13 was a mission that some may grow to learn was a failure; It was in fact the complete opposite. Space entry was improved immensely, with the efforts and struggles gained from previous missions. In addition, one of the victims of this mission, Jim Lovell, “believed it was a success. Everyone was tested on their ability to work together and that is how Apollo 13 succeeded” (Anastasio 90). Future space entry missions would not have been as successful as they are without previous missions bettering the space program.
In 1914, a great leader began a great expedition, unbeknownst to him that instead of being known as great explorers, they would be known as some of the greatest survivors. This man was Sir Ernest Shackelton and he was determined to be the first to cross the Antarctic. Little did he know, his biggest challenge would end up being his ability to lead his team to survival. He also had no idea that their tale of strength, determination, and courage to survive would influence people well into the 21st century, and the book detailing their stories would be used as a model of leadership. As our group read this book, it was evident that Shackleton was a truly motivated and successful leader as we have come to understand one to be. His ability to successfully lead a team played a significant role in their survival.
The television broadcast of the Apollo 11 lunar-landing on July 20, 1969 had a significant impact by creating a sense of community on a national, international, and global level. During the broadcast of the first lunar landing, Americans experienced a moment of unity and patriotism in the midst of societal issues and geopolitical conflict. The Apollo 11 broadcast also had a significant worldwide impact, surpassing international boundaries as people witnessed the first of mankind to set foot on another planet. Yet possibly the most remarkable and unforeseen effect of the moon-landing television broadcast was that it changed the public perspective of the world, showing people the relative fragility and insignificance of the Earth in the vast
Reflective of her post-colonial and post-feminist context, Rachel Perkins utilises her filmic medium in ‘One Night The Moon’ (2001) in order to create distinctive voices for the purposes such as the space between men and women, black and white and the different ways of knowing and seeing. Echoing Perkins interest in interrogating the spaces between men and women, Indira Gandhi, the first and only women prime minister of India, uses her 1966 ‘True Liberation of Women’ speech platform to give voice to an emerging feminist movement, as well as to raise awareness of the discrimination, including stereotyping, suffered by many women in order to promote the resilience and skills of Indian women. Hence, it is through distinctive voices that both Perkins and Gandhi uniquely position their audiences to reflect upon the factors
Kouzes and Posner remark that leadership experiences are ?voyages of discovery and adventures of a lifetime?[and] they are challenging explorations under rigorous conditions? (174). While this may be true, it is often in an extreme crisis situation that leadership is ultimately tested. This is the circumstance that Shackleton faced with his crew of twenty-seven, while stranded in the ice floes off the Antarctic Continent. Credit is due to the leadership of Ernest Shackleton; every member aboard the Endurance survived, and was finally rescued after six hundred and thirty-four days. Shackleton said of leadership, ?If you?re a leader, a fellow that other fellows look to, you?ve got to keep going? (qtd. in Morrell and Capparell 215).
Team leaders were responsible for team performance and regular interactions were made with the team members.
This film focuses on the events of Apollo 13, which was a mission of the National Aeronautics and Space Administration’s manned spaceflight program. The goal of the mission was to land two astronauts on the moon to collect geological samples. However, the crew never made it there because an explosion in the middle of their flight damaged much of their rocket and its systems. Leaving
Coach Boone is a great example of a leader. He knows he faces a tough year of teaching his “hated” team. But, instead of listening to the hating town or administrators, Boone pushes his team to their limits and forces good relationships between players, regardless of race. His vision for the team involves getting the players concerned about what the team needs to become, and not what it is supposed to be; a waste. Boone is a convincing leader with a brutal, boot camp approach to coaching.
...he years, the more times I experience this film I seem to always take something away from it. From a managers standpoint you begin to realize the difference between the “I” and the “we” component of a team. You rely on each team member having a substantial amount of effort and involvement with the overall goal of the mission. For when the times comes each specialized team member must come forward and contribute their part in the overall objective, then return to their role as part of the team. Also, managers must support and remain confident in the decisions made by their team members. Sometimes major decisions must be made under a restricted time frame, and as the manager you must trust the solutions prescribed by your staff. Finally, you must take into consideration “human limitations”. No human being is perfect, and mistakes are inevitable, especially under stress.
Before we look at the images of managing change that were present in the NASA case study let us review a few of the key events in this case study. The case study for this assignment looks at Challenger and Columbia NASA space shuttle disasters and the commission findings on the disasters/recommendations. Now with a short review of the case study what image(s) of change are present in the case study? From the case study the changes introduced are images of managing. These changes are both management of control and shaping. As NASA recovered from the 1986 Challenger disaster, it used the classic Fayol characterization of management such as planning, organizing, commanding, coordinating and controlling to correct from the top-down the issues that had caused the Challenger disaster (Palmer Dunford, Akin, pg.24, 2009). NASA approached the changes that need to be enacted as a result of the Challenger and also the Columbia disasters from the change image of a director. NASA ...
There are eight planets in our solar system. The first planet closest to the sun is Mercury. Therefore, Mercury is the hottest planet. Mercury’s surface is cold. However, in the daytime Mercury can get as hot as 840 degrees fahrenheit, which is 450 degrees celsius. During night time the temperature can decrease to 275 degrees fahrenheit, or -170 degrees celsius. Mercury is the smallest planet. Mercury is the quickest planet to move around the sun. Its speed is approximately 112,000 mph along its elliptical orbit. Mercury can move around the sun in 88 days. There are craters in mercury, and scientist believe ice is in the craters.