1. PJTM 531 – Project Leadership Moe Roxana Aaron Sıncer Ayca
Apollo 13
Today we will have a case study on Apollo 13 and how the people demonstrate the leadership to get three astronauts returning safely. This presentation will analyze two scenes from Apollo 13, on featuring Gene Kranz and the other Ken Mattingly. Each clip will be analyzed using theories and tools from leadership behaviour and styles, conflict, teams and structures.
PJTM 531 – Project Leadership
Moe
Roxana
Aaron
Sıncer
Ayca

2. Agenda Introduction Movie Clip Analysis 1 Movie Clip Analysis 2
Conclusion
The presentation will divide into four parts. Firstly, I will give a background description of Apollo 13. Secondly, my team members will base on the specific scenes to show the leadership skills in the film. Finally, I will compare their personal leadership

3. Houston, we have a problem.
Introduction
Apollo 13 was the third manned mission intended to land on the Moon. Firstly, the journey began with a successful launch.  On April 13th, about half way to the moon, Houston’s commander and staff asked the crew to do a routine check for oxygen.  This simple task began an epic journey through space.  The most famous quote: "Houston, we've had a problem," said from Jim. The shuttle began to leak oxygen causing the crew to realize their dream of walking on the moon had changed to finding a way home alive.  They had to get back from the outer space and km far away from Earth. Everything is uncertainly. Each decision will cause the mission failed and loss the astronauts in the space. There are numerous issues confronting and needing to tackle. But great hopes make great man.
Maybe just like what Professor Warren Bennis said before,“To an extent leadership is like beauty: it’s hard to define, but you know it when you see it” Let’s see how they figure out those problems and come back to the Earth safely
Houston, we have a problem.

4. Movie Clip Analysis 1.

5. Character Analysis – Gene Kranz
Care
Conviction
6 Cs Leadership
Composure
Character
Competence
Courage
Legitimate Power
Leadership Traits
Goal Theory Motivation

6. Leadership Behaviour Managerial Grid
People
Country Club
management
Team
management
Production
Impoverished
management
Task
management
Blake & Mouton 1969

7. Leadership Styles X/Y Philosophy
The 70’s and 80’s perspective on leadership centres around McGregor’s X and Y philosophy and Tannenbaum and Schmidt’s ‘Continuum of leadership’
Autocratic (x)
Democratic (y)
Control by leadership ?
«I don't care about what anything was DESIGNED to do, I care about what it CAN do» ?
Tell Sell Consult Join

8. Leadership Styles Situational Leadership Hersey & Blanchard 1994
Support
Coaching
Individual
support
Telling
Delegation
«Failure is NOT an option!»
Task focus

9. Transformational Leadership
Transaction
Constructive
Contingent Reward
Corrective
Laissez
Faire
Intellectual
Stimulation
Individualised
Consideration
Charisma
Integrity
Role-modelling
Inspiration
Visionary
© Ken Parry, Bernard Bass, Bruce Avolio

10. Conflict That’s the deal That’s the deal??? This is what we have
Its not good enough
That’s the deal
That’s the deal???

11. Group – Team Analysis Group Processes Punctuated Equilibrium
Forming
Storming
Norming
Punctuated
Equilibrium
Potential Team

12. Organizational Structure Functional Structure

13. Movie Clip Analysis 2.

14. Character Analysis – Ken Mattingly

15. Character Analysis – Ken Mattingly
Care
Conviction
6 Cs Leadership
Composure
Character
Join in the group - Leader
Competence
Courage
Expert Power

16. Leadership Styles X/Y Philosophy
Autocratic (x)
Democratic (y)
Control by leadership ?
Freedom of subordinates
in decision making ?
Tell Sell Consult Join

17. Leadership Styles Situational Leadership Hersey & Blanchard 1994
Support
Coaching
Individual
support
Telling
Delegation
Task focus

18. Leadership Behaviour Managerial Grid
People
Country Club
management
Team
management
Production
Impoverished
management
Task
management
Blake & Mouton 1969

19. Transformational Leadership
Transaction
Constructive
Contingent Reward
Corrective
Laissez
Faire
Intellectual
Stimulation
Individualised
Consideration
Charisma
Integrity
Role-modelling
Inspiration
Visionary
© Ken Parry, Bernard Bass, Bruce Avolio

20. Organizational Structure Matrix Structure
Informal Organization

21. Conflict What we need What we have Apollo 13
Today we will have a case study on Apollo 13 and how the people demonstrate the leadership to get three astronauts returning safely.
Collaboration
“Can we…?”

22. Situational Leadership
Conclusion
Character
Gene Kranz
Ken Mattingly
6 C’s leadership
Leadership Behaviour
Leadership Style-
X/Y Philosophy
Situational Leadership
Courage, Composure, Competence
Courage, Composure, Competence
Task Management
Task Management
As you can see, both Gene and Ken demonstrate the great leadership during the mission.
Leadership behavior: Team management/Task management
Leadership style X/Y philosophy: Tell / Join – As a flight commander in NASA, Gene has to collect all the information and tell everyone what to do, even it is a hard decision. As a original crew, although, Ken didn’t go to space, he came to NASA directly after he was informed. He joined the contingency team and attempt to figure out the problem with the same situation.
Leadership style- situational leadership: Telling/Telling
4. Transformation Leadership:
Both of them are Transformation type in the scene. However, they all show the transaction in somewhere as well. For instance, ….. Therefore, both transactions and transformations necessary for the leadership, take each alone would be insufficient
“Successful failure”
Tell
Join
Telling
Telling

23. Transformational Leadership Organizational structure
Conclusion
Character
Gene Kranz
Ken Mattingly
Transformational Leadership
Organizational structure
Conflict
Transformational
Transformational
Functional structure
Matrix structure
As you can see, both Gene and Ken demonstrate the great leadership during the mission.
Leadership behavior: Team management/Task management
Leadership style X/Y philosophy: Tell / Join – As a flight commander in NASA, Gene has to collect all the information and tell everyone what to do, even it is a hard decision. As a original crew, although, Ken didn’t go to space, he came to NASA directly after he was informed. He joined the contingency team and attempt to figure out the problem with the same situation.
Leadership style- situational leadership: Telling/Telling
4. Transformation Leadership:
Both of them are Transformation type in the scene. However, they all show the transaction in somewhere as well. For instance, ….. Therefore, both transactions and transformations necessary for the leadership, take each alone would be insufficient
“Successful failure”
That’s the deal
Collaboration

24. It’s been a pleasure flying with you

25. Reference