BX3174: Management and Leadership

Assessment 2

Australian Airline Industry Case Study:

Managing Leadership Turbulence at Qantas

Students:
Ahri Tallon 12985997
Christina Fresta 12706631
Nicole Hindle 12547883

BX3174 Assessment 2: Case Study 1

Contents

 Executive Summary………………………………………………..………pg. 3

 Section 1: Situational Analysis…………….……………….……………pg. 4

 Section 2: Existing Leadership in the Airline Industry…..…………...pg. 4

 Section 3: Airline Industry Challenges……………..…………….……..pg. 6

 Section 4: Impact of Challenges…………….…………………..………..pg. 8

 Section 5: Recommendations…………………………………………….pg. 9

 Conclusion…………..…………………………………………………….pg. 12

 Reference List…………..………………………………………………….pg. 13

Executive Summary
BX3174 Assessment 2: Case Study 2
The global airline industry is in turbulent times with a complex business environment and
dynamic change facing it on many different fronts. As the Australian airline industry leader,
Qantas Airways Limited, (‘Qantas’), is in an important and unique position to take leadership to
bring stability, quality and consistency to the Australian competitive environment.

Global change is in motion forcing transformation to both Qantas and its competitors in the
areas of security and safety, oil resource limitations, environmental regulations, airport
congestion and overcapacity. These forces all call for mitigation and adaptation based change
management strategies to overcome the rapid and often disruptive impacts that these issues
and more are causing.

Qantas leadership has displayed bold conviction, determination and resilience in managing a
consistent strategy to bring the company through such an uncertain period in the last decade.
This has brought the company back to stability and put it in a position to plan for the future on a
solid foundation. This has been essential because over the coming decade these same qualities
and more will be needed to meet the challenges of the future. The types of strategies required
to overcome impending challenges will require creative, transformative, systems and holistic
thinking to bring about solutions that may not always be easily accepted by internal and external
company stakeholders.

For the Qantas leadership to be able to successfully implement these strategies they will need
to develop a comprehensive and effective leadership development and management strategy
that supports the whole company to be as adaptable, flexible and resilient as possible. The
below recommendations and the analysis within this report has been written in support of this
leadership strategy development process.

Section 1: Situational Analysis

BX3174 Assessment 2: Case Study 3
Founded in outback Queensland in 1920, Qantas, has been in operation for almost 100 years.
During these years there have been times of financial struggle and also financial gain.  In recent
history, Qantas experienced an Underlying Loss Before Tax of $646million for the 2013/2014
financial year (Qantas, 2014, p. 2). Because of this loss, Qantas CEO, Alan Joyce, copped
considerable backlash in his approach to leadership. Nevertheless, Joyce persevered and
Qantas achieved an incredible turn around the following financial year with an Underlying Profit
Before Tax of $975million (Freed, 2015). Along with these financial struggles, Qantas has faced
the difficulties that come from having such a competitive subsidiary, Jetstar. Both Jetstar and
Qantas are well-known brands, and are not often seen as being competitors. However, when
offering flights to the same destinations and often sharing the same aircraft, also known as
code share, there is a minimal chance of Qantas making its potentially higher profit margins
when Jetstar offers more consumer friendly cheaper fares.  Qantas is a reputable brand, and
with recent events naming Joyce, the Airline CEO of the year, the brand will only develop further
with his leadership. During Qantas’ period of financial loss, Joyce’s decisions were questioned
by many, although, he retained the support of the airline’s board and largest investors. Freed
(2015) notes, the CAPA Centre for Aviation awarded Joyce this title, ‘in part because of his
ability to tackle complex industrial relations struggles’ (Freed, 2015). Thus, Joyce is widely
recognised throughout the industry for his strong leadership qualities.

Section 2: Existing Leadership in the Airline Industry

Purpose
Joyce took on the role as Qantas CEO in 2009 after successive years of driving profits and a
growing market share as the Executive of the Jetstar division (Whyte & Lohmann, 2015). His
selection for the role and assigned purpose was based on managing a process of complex
internal and externally relevant change to, as stated by Joyce, give Qantas ‘the same flexibility
as its competitors have’ (Irvine, 2014). This purpose has been continually tested in his attempts
to implement proposals such as setting up a South East Asian subsidiary carrier, moving jobs
offshore, cutting costs and domestic jobs. Many of the above actions have been controversial to
different stakeholders and have combined to create a dramatic and ongoing media controversy
about the ideological issues embedded in the company’s strategic orientation (Mansell, 2011).
Joyce was implementing his perceived purpose of bringing the organisation back into profit
through a futures thinking strategy of globalisation through an expansion into Asia. However this
strategy has agitated opposing Unions coming from a protectionist perspective and claiming the
societal values that need to be espoused by the previously government owned and Australian
flagship airline carrier. This challenge to Joyce’s perceived positional purpose reflects the
essential and often contradicting roles leaders must attempt to play in maintaining internal
efficiency and at the same time representing a consistent embodiment of values (Smircich,
1982). Under such scrutiny many commentators have praised Joyce’s ability to take command
and lead from the front reflecting his unwavering self-belief and purpose. This was
demonstrated in his attendance and defence of Qantas at Senate Committee hearing into the
aviation industry (Mansell, 2011). This leadership has resulted in deliverance through a series of

BX3174 Assessment 2: Case Study 4

debacles and consecutive years of financial loss to achieve a profit in the 2014-2015 financial
year (Qantas, 2015).

Position
Qantas is widely regarded as the world’s leading long distance airline and one of the strongest
brands in Australia (Qantas, 2015). A competitive advantage is drawn, by the combined market
share of Qantas and Jetstar’s standout performance in the aviation industry (FED, 2014). The
competitive advantage that has been gained by Qantas through the use of adding superior
value to the services in which they offer. For example, Qantas is Australia’s only full-service
airline; bags, food, drinks, and entertainment are included with every fare. By offering a unique
experience for its passengers, Qantas has created a service, which is difficult for its competitors
to imitate easily. Qantas have also gained leadership in the aviation industry, through their
ability to offer a premium service, something that its competitors are unable to offer. This allows
Qantas to hold a valuable position within the airline industry, which therefore creates an
economical advantage for the company.

Process
The rate of global change and environmental complexity has dramatically increased market
volatility and the overall level of risk and uncertainty for business leaders in today’s world
(Hendrickson, 2010). In August 2011, when faced with increasing levels of debt Joyce
announced a process to enact change within the company that would reorient its strategy and
bring it back to sustainable profitability (Qantas, 2011). Throughout the ensuring saga Joyce
used methodical decision making processes to evaluate his context, consult with his followers
and implement changes in what was often a crisis crippled industry environment. This required
a ‘helicopter view’ to deal with the complex and evolving situation and make bold decisions such
as to ground the airlines fleet in the interest that he saw was the long-term future of Qantas
(Mansell, 2011). Joyce demonstrated high levels of the essential leadership characteristic of
self-awareness in the way he approached and implemented this decision (Goleman, 1988). He
followed a process of assessing his and the company’s past, present and future to be aware of
his person, understand his task and decide on the philosophy he would take forward
(Mostovicz, 2009). It is reported that he managed the complex industrial interaction with a view
of the whole organisation which included the political and economic environment to ‘establish
cause and effect’ of his decisions (Grint, 2007). Joyce achieved this by actively consulting with
his followers in the form of his executive team and board to assess three alternative pathways
to handle the dispute from which they determined that their own industrial action was necessary
to remove ‘old fashioned work practices’ (Stribling, 2013).

BX3174 Assessment 2: Case Study 5

Person
The leadership qualities espoused by Qantas staff and leaders has changed over time. From its
classical and scientific beginnings as a bureaucratic government owned organisation to its
modern private structure with tendencies towards behavioural, political and contingency styles
of management. The complex and changing industry environment has necessitated that certain
leadership styles be required as traits in leaders of Qantas. Joyce’s style, has been criticized for
many of his leadership decisions by his internal staff and externally by a wide variety of
business leaders and even likened to ‘a kid with attention deficit disorder’ (Priestly, 2012;
Hayes, 2012). However he has also received praise for his humility in focusing on what he did
not know, asking the ‘big’ questions and consulting with staff in the peaks of Qantas’ crisis
(Stribling, 2013). These strategies exhibit a competent personal and social leadership style that
would have required a high level of emotional resilience. This shows Joyce’s use of his formal
and personal memetic legacy that has been developed through his active use of emotional
intelligence specifically in the areas of social-awareness and relationship development
management (Goleman, 1996). Joyce claims this emotional intelligence has partially developed
through his personal battle with health issues (Mansell, 2011). This self-awareness attribution
shows Joyce has actively developed a personal leadership philosophy. This philosophy has
been developed proactively and has not been limited to the focus on career experiences and
formal qualifications that many leaders rely on as preparation for leadership positions (Walton,
2005).

Section 3: Airline Industry Challenges

The Australian Airline Industry (‘AAI) is classified into two categories, the domestic and
international airline industry. In respect of these industries, Lin (2015a, 2015b), notes, whilst the
international sector has ‘experienced strong growth’, the domestic sector ‘faced tough
challenges’, before its stabilisation in the 2009-10 and 2010-11 period. This was a result of
deteriorating global economic conditions decreasing the total number of air passengers and
inevitably generating a drop in industry revenue (p. 4; p. 4-5). Notwithstanding this, Lin (2015a,
2015b) further reports these industries are headed for a new period of growth in the next five
years, with an increased demand for air travel expected (p. 4; p. 4). Whilst this is encouraging,
the AAI is set to face a new world of challenges in the next 5-10 years. Four key challenges
facing this industry are now discussed.

Security and Safety

Ensuring passengers remain safe within airports and whilst flying is of paramount importance
(Osborne, 2013, para. 6). It is unavoidable then, that one of the key challenges facing the
industry domestically and globally is the issue of security and safety. In the past, the AAI ‘has
been confronted with a marked decline in international tourism in the aftermath of the
September 2001 terrorist attacks in the United States’ (Kain & Webb, 2003). More recently, the
BX3174 Assessment 2: Case Study 6
unforseen tragedies involving Malaysian Airlines MH370 and MH17 have encouraged the global
industry to ‘honour the memories of those involved by redoubling... efforts on safety’
(Shankman, 2014).

In terms of future threats, it is suggested, the airline industry would ‘take longer to recover from
another large-scale attack like 9/11’ (Eurocontrol, 2009, p. 22). Eurocontrol (2009) states the
‘devastating effect of terrorism using an aircraft as a bomb against targets has been
demonstrated’, as it creates enhanced emotions affecting travellers’ comforts and their
willingness to travel (p. 22). Therefore, as a result of 9/11 ‘some people still avoid US airlines for
fear of attacks’ (Eurocontrol, 2009, p. 22).

Correspondingly, Eurocontrol (2009), argues although airline security and safety is key, ‘100%
secure airport transit is impossible to guarantee’ in the coming years (p. 22). Whilst this is true,
the AAI can adopt improved safety measures to better deal with this challenge.

Increasing Fuel Costs

Another key challenge facing the AAI is increasing fuel costs. Although the industry is expected
to grow over the next five years, ‘higher fuel prices will lift airfares’ and potentially constrain this
growth (Lin, 2015a, p. 4; Lin, 2015b, p. 4). Hence, the greatest challenge facing the industry
over the long-term is the cost of fuel, as it is key determinant in operating costs (Eurocontrol,
2009, p. 13). Accordingly, increasing costs will ‘have a negative effect on the industry’, as many
airlines cannot pass on the full cost increase to their customers and so profits will suffer instead
(Lin, 2015a, p. 5; Lin, 2015b, p. 5; Coza, 2014, para 3).

Environmental Concerns
The environment is another major challenge facing the airline industry over the next decade, as
more people become aware of our man-made environmental damage (Eurocontrol, 2009, p.
15). Air travel already presents ‘some of the most significant environmental impacts... including
high levels of fuel consumption, noise, air pollution and waste production’ (Lynes and Dredge,
2006, p. 117). In the next five-year period, with an increase in air travel expected, (Lin, 2015a,
p. 4; Lin, 2015b, p. 4), it can only be assumed, that this growth will be met with an increase in
the abovementioned environmental impacts despite ‘UN climate talks... to curb global warming’
(Davey, 2015; Eurocontrol, n.d.). These environmental concerns may ‘bring stronger regulation
of air transport, such as a cap on fossil fuel usage or limitations on the free use of airspace’,
which will create the added issue of capacity (Eurocontrol, 2009, p. 15). As a means of tackling
these environmental concerns, Osborne (2013) recommends biofuels and renewable energy
sources be used as replacements for traditional fossil fuels (para. 11). However, ‘the sheer
quantity and expense in production... means that it is not necessarily financially viable’
(Osborne, 2013, para. 11).

BX3174 Assessment 2: Case Study 7

Congestion and Overcapacity
With increasing traffic growth predicted, airport congestion and overcapacity presents another
key challenge (Eurocontrol, 2009, p. 3). Sydney Airport has previously dealt with various
congestion issues, which have made it difficult ‘to increase passenger volumes drastically’
(Ledovskikh, 2015, para. 5). Airport congestion will further produce additional surcharges for
airlines including ‘re-fuelling costs and other costs relating to the docking and fleet preparation’
(Lin, 2015a, p. 22). Moreover, O’Sullivan (2013) notes airport congestion ‘is a growing problem
around the world’ and is set to continue well into the future. Therefore, the AAI (and indeed
globally) is also faced with this challenge, over the comming years.

Section 4: Impact of Challenges

Security and Safety
As an international carrier, Qantas will be subject to industry downturns, and regulatory
reactions caused by security threats and global conflict. Future incidents similar to 9/11, will
take time for the industry to recover. They will be followed by costs in lower airport efficiency
due to regulation, the need for further crisis management training and research, and increased
costs in attack-prevention and aircraft protection technologies (Eurocontrol, 2009, p. 22, 55).
Safety is one of Qantas’ competitive advantage elements contributing to the company’s positive
brand reputation (Ryan, 2015). The recent events with the Malaysian airlines have reminded the
public and industry of ongoing risks. They have reinforced the need for spending and strategic
prioritisation of future security and safety (Qantas, 2014). Although future incidents could
increase such costs, they could also divert added market share to Qantas because of its brand
reputation. They could also provide needed opportunities to restructure and adapt in crisis
aftermath periods when air travel is decreased (MIT, 2015).

Environment and Resources

The interconnected impacts of rising fuel costs due to oil scarcity and the policy measures in
response to climate change will be the most disruptive influences over the operations of Qantas
in the decade ahead.

The impacts of climate change are adding urgency to the need to reduce emissions. Soon
emissions reducing legislation is likely to be placed on industries including the airline industry
(Qantas, 2014). When implemented, such policy will add immediate costs to emissions intensive
carriers. Estimates of a total industry added cost of above $8billion over the next 8 years if
applied in the European Union alone (Osborne, 2013). Since 2006, fuel costs have risen above
labour costs as the highest cost category for airlines (MIT, 2015). Qantas will face price
competition from airlines that are able to utilise fuel-efficient plane designs and decrease their
emissions intensity with the use of biofuels (Qantas, 2014; Ryan, 2015). In addition, alternative
forms of transport will continue to expand that could significantly impact Qantas. High-speed rail
BX3174 Assessment 2: Case Study 8
from Brisbane to Melbourne is predicted to take a sizeable market share from the airline
industry as customers seek fast, affordable and emissions low transport (Emissions, 2014).

Congestion and Overcapacity

Airport congestion and overcapacity are direct threats to Qantas’ cost and operational efficiency
over the coming decade. On the ground congestion is threatening to produce additional
surcharges for airlines including ‘re-fuelling costs and other costs relating to the docking and
fleet preparation’ (Lin, 2015a, p. 22). These problems will require responses that are also critical
to reducing fuel usage costs. By making flight routes and times more streamlined to allow for
optimum airport infrastructure, usage efficiency and utilisation fuel and time can be saved (King,
1988). One impact that could become mandatory is continuous descent landing which saves
time and fuel (Shankman, 2014). Competitive and regulatory forces will push stricter systems of
algorithmic flight planning and infrastructure usage with the aim of reducing the use of fuel and
infrastructure (Lin, 2015). The Asia Pacific flight industry is the biggest and fastest growing in
the world. This will mean it will require more advanced intervention and navigational equipment
to aid congestion (Wensveen, 2010).

Section 5: Recommendations
Security and Safety
With threats to security and safety a key challenge facing the airline industry in the future,
Qantas leadership must plan for the change. Terrorist attacks similar to 9/11 are unforeseeable
and so would constitute unplanned, or revolutionary change (Nahavandi, 2012, p. 282).
However, whilst these threats are unforeseeable, conscious thought by leaders having regard to
past events, will help Qantas plan for this changing context.

Safety has always been Qantas’ first priority (Qantas, 2014, p. 17). In recent times, Qantas has
responded to global and geopolitical events, specifically, the Malaysian Airline tragedies, by
implementing new crisis response strategies, and ‘a robust threat monitoring program’ to ensure
all risks are appropriately mitigated in the future (Qantas, 2014, p. 17). This is one example, of
how the practice of Qantas leadership has been shaped by context in the past. In respect of
this, it appears Qantas have adopted the appropriate strategy when leading change. That is,
whilst these tragedies ‘have not directly affected... [Qantas]’, they have influenced the change
required to address security and safety concerns more generally (Qantas, 2014, p. 8). Hence, it
appears Qantas have also implemented an appropriate leadership point of view (‘LPOV’), as it
has defined the problem (namely, security and safety concerns), and have understood the
forces at play to plan for this growing change.

Whilst it is unknown, whether there are flaws in these systems, it is recommended that Qantas
leadership implement Kotter’s eight-step plan for implementing change (Clawson, 2012, p. 323-
BX3174 Assessment 2: Case Study 9
324), to strengthen the programs already in place, and help develop alternate solutions. Qantas
should consider alternative solutions in terms of minimising security risk, and dealing with a
security threat or crisis, as future attacks will take more time to recover from (Eurocontrol, 2009,
p. 22). Further, as noted, improved safety measures should be adopted to deal with future
security risks. These measures must be based on three essential principles – ‘dealing with
probable rather than all possible threats’, ‘deterring rather than detecting threats’ and ‘making
more use of “risk-based” analysis to define security measures’ (Eurocontrol, 2009, p. 22).

Moreover, whilst future threats may increase costs, Joyce’s approach to leadership in
responding to increasing levels of debt in August 2011, represents the appropriate framework
for Qantas leadership to deal with this issue (Qantas, 2011).

Increasing Fuel Costs

Fuel price remains to be the biggest concern facing the airline industry in the modern world. The
high costs have led to many airlines imposing fuel surcharges on customers (Coza, 2014). With
the increasing fuel costs, there is also the demand for an alternative product that may be used
in the place of jet fuel. Air Transport Action Group (2015) asserts sustainable alternative fuels
could in the coming years, become the norm, as they are a cheaper alternative to traditional
fossil-based fuel.

With the cost of fuel increasing, Qantas is required to assess the impact it has on their fare
prices, and assess the situation and plan for change to their current processes. Qantas is
required to decide whether it is feasible to increase fares to cover the cost of fuel, or whether
they are going to follow in the footsteps of other airlines to risk a loss in profits, in the effort to
keep ticket fares affordable. A Qantas spokesperson, states, ‘[w]e have some very competitive
fares in the market but the reality is that fuel remains a huge cost that we need to manage’
(SMH, 2014). In addition, Qantas is continually reviewing their business and identifying
opportunities to further improve fuel efficiency outcomes.

Environmental Concerns
With growing environmental concerns, Qantas leadership must implement futures thinking and
systems analysis to plan for this challenge. Environmental impacts may constitute evolutionary
change, as the effect of climate change has been a gradual progression (Nahavandi, 2012, p.
282).

Qantas recognises, to maintain sustainability in the long-term, it needs to address its present
environmental impact (Qantas, 2014, p. 26). Accordingly, Qantas ‘takes a proactive and far
reaching approach to dealing with the climate change impact of... [it’s] emissions’ (Qantas,
2014, p. 9). Namely, the airline has implemented a ‘four-pillar strategy for reducing emissions’
(Qantas, 2014, p. 9). This strategy includes employing ‘new technology, including aviation
BX3174 Assessment 2: Case Study 10
biofuels; improving operational efficiency; better infrastructure; and appropriate international
market-based measures’ (Qantas, 2014, p. 9). In terms of new technology, Qantas have
recently invested in new aircraft models, which ‘provide significant fuel efficiency benefits...
[and] minimised noise profiles’ (Qantas, 2014, p. 9).

Correspondingly, in respect of this challenge, it appears Qantas leadership have adopted an

appropriate LPOV, as the airline have already defined the problem (reducing their
environmental impact) and have planned for change by developing this four-pillar strategy.

Again, the writers recommend, Qantas adopt Kotter’s model to improve this strategy and further
develop alternate solutions to reduce their own environmental impact. One alternate solution
Qantas may embrace is to invest in alternative transport options, such as high-speed rail, which
is predicted to take a sizeable market share from the airline industry (Emissions, 2014).

Moreover, Qantas has implemented the appropriate leadership strategy in terms of dealing with
this growing challenge, as the airline recognises engaging it’s people and partners is
fundamental to achieving environmental objectives (Qantas, 2014, p. 27). Namely, Qantas
employs various activities to encourage employee involvement in addressing these
environmental challenges faced by airlines. These activities include, running an internal Green
Team, honouring employees for outstanding environmental action with the annual Environment
eXcel Award, and participating in the ZooX Ambassadors Program (Qantas, 2014, p. 27).

Congestion and Overcapacity

With airport congestion and overcapacity becoming a global problem, Qantas leadership must
engage futures thinking and systems analysis to plan for this change. Airport congestion would
constitute planned or evolutionary change, as leaders must make a conscious effort to respond
to this growing problem (Nahavandi, 2012, p. 282).

In response to changing market conditions and increased international capacity, Qantas

implemented the $2billion Qantas Transformation program (Qantas, 2014, p. 8). This scheme
increases asset utilisation, as Qantas are using ‘bigger aircraft during peak demand periods,
and where possible... [scheduling] heavy maintenance or... [redeploying] capacity during
seasonal troughs’ (Qantas, 2014, p. 13).

Accordingly, it appears Qantas have adopted the appropriate strategy and LPOV, as it has
defined the problem (capacity management) and have started planning for this change by
implementing this apt scheme. However, Qantas could further strengthen their approach to this
challenge by adopting Kotter’s model and by creating alternative solutions, e.g., continuous
descent landing, as explained above.

BX3174 Assessment 2: Case Study 11

Conclusion
Since 1920, Qantas leadership, has carried the airline through many difficult times, and will
continue to do so, when faced with new and continuing challenges over the next 5-10 years.
The writers have emphasised, throughout this report, the four key challenges facing the airline
industry during this period. They include, although are not limited to, security and safety issues,
increasing fuel costs, environmental concerns, and airport congestion and overcapacity. In
applying our understanding of the practice of leadership and the impact of these challenges on
Qantas, the writers have reached the conclusions that Qantas being as resilient as it is, and
with the strong leadership styling of its present CEO, Alan Joyce, will inevitably preserve
through these challenges. However, this of course, will only be achieved, if Qantas
acknowledges and plans for change so as to overcome these challenges with ease and in the
most effective way possible. Accordingly, the writers recommend, Qantas leadership adopt the
relevant steps for implementing change and develop alternate solutions where necessary to
lead through these changing contexts.

BX3174 Assessment 2: Case Study 12

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BX3174 Assessment 2: Case Study 14

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BX3174 Assessment 2: Case Study 15