This book identifies the responsibilities of management in the regulatory territories of the FAA (USA), the EASA (European Union) and the GCAA (UAE), identifying the daily challenges of leadership in ensuring their company is meeting the regulatory obligations of compliance, safety and security that will satisfy the regulator while also meeting the fiducial responsibilities of running an economically viable and efficient lean company that will satisfy the shareholders. Detailing each responsibility of the Accountable Manager, the author breaks them down to understandable and achievable elements where methods, systems and techniques can be applied to ensure the role holder is knowledgeable of accountabilities and is confident that they are not only compliant with the civil aviation regulations but also running an efficient and effective operation. This includes the defining of an Accountable Manager "tool kit" as well as possible software "dashboards" that focus the Accountable Manager on the important analytics, such as the information and data available, as well as making the maximum use of their expert post holder team. This book will be of interest to leadership of all aviation- related companies, such as airlines, charter operators, private and executive operators, flying schools, aircraft and component maintenance facilities, aircraft manufacturers, engine manufacturers, component manufacturers, regulators, legal companies, leasing companies, banks and finance houses, departments of transport, etc; any relevant organisation regulated and licensed by civil aviation authority. It can also be used by students within a wide range of aviation courses at colleges, universities and training academies.

#1 Amazon Bestseller in Leadership Wall Street Journal Bestseller An F-14 fighter pilot’s top lessons for leading fearlessly—and bringing a team to peak performance As an aviation pioneer, Carey D. Lohrenz learned what fearless leadership means in some of the most demanding and extreme environments imaginable: the cockpit of an F-14 and the flight deck of an aircraft carrier. Here, her teams had to perform at their peak—or lives were on the line. Faltering leadership was simply unacceptable. Through these experiences, Lohrenz identified a fundamental truth: high-performing teams require fearless leaders. Since leaving the Navy, she’s translated that lesson into a new field, helping top business leaders, from Fortune 500 executives to middle managers, supercharge performance in today’s competitive business environments. In Fearless Leadership, Lohrenz walks you through the three fundamentals of real fearlessness—courage, tenacity, and integrity—and then reveals fearless leadership in action, offering advice on how to set a bold vision, bring the team together (as wingmen, not Top Gun mavericks), execute effectively, and stay resilient through hard times. Whether you’re stepping into your first leadership role or looking to get out of a longstanding rut, Fearless Leadership will act like your afterburner—rocketing you to ever-higher levels of performance.

Leadership and organisational structures which are not adjusted to the cultural background of the employees concerned are most likely to produce sub-optimal results (House, 2004). Therefore it is necessary to develop appropriate leadership and organisational structures in order to fully grasp the cultural environment to be encountered in the professional world. This book presents a research project that was carried out to develop leadership and organisational structures in accordance with the requirements created by different professional backgrounds within the aviation industry. The identification of the different professional cultures was undertaken using a standardised questionnaire. The development of the questionnaire was carried out with the help of the GLOBE study (House, et al., 2004), one of the most extensive research efforts ever undertaken in the field of organisational and national cultures. The main characteristic of the GLOBE study is the development of nine dimensions which serve to identify and characterise any culture. These dimensions are referred to as 'core cultural dimensions'. Using this newly developed questionnaire, it was not only possible to isolate 12 different professional cultures, but also to identify their distinguishing traits which served as the base for the subsequent development of leadership and organisational structures. The survey was complemented by open interviews served to broaden and deepen the results gained with the standardised questionnaire. The research outcomes open the door to a new and important element of cultural research, complementary to those of organisational and national cultures. Although the study was carried out in the aviation industry, the results gained also appear to be transferable to other industries due to the large variety of professions isolated within the course of the presented study and the specific nature of the aviation industry itself.

Redefining Airmanship offers the first concrete model of the abstract ideal of "airmanship," and gives the reader step-by-step guidance for self-appraisal and improvement in the areas of flight proficiency, teamwork, and good judgment in crisis situations. The author, Major Tony Kern, draws on his extensive flight and crew-training experience in the U.S. Air Force, but his model is invaluable for all pilots, whether military, recreational, or commercial. "Kern's work is a breakthrough, and a benchmark." --John J. Nance, author of Blind Trust

A book that analyzes 15 leadership traits in the context of stories from over 50 leaders in business aviation

Flight Paths to Success profiles the personal journeys of 33 women who have been, and continue to be, successful in aviation, space, and academia. Each woman was asked to select one question of several questions in five categories: personal career insight, work-life balance, mentorship/sponsorship, avoiding a career stall, and powering through challenging situations. Each woman shared her unique experiences about work-life integration, resilience, career changes, relocation, continuing education, and career advancement. While reading their stories, we saw that there were many flight paths to success and each woman navigated her own way by charting her own course and committing to it. Their stories were published as they wrote them-in their own words.

On the morning of September 11, 2001, thousands of airline and airport professionals headed off for what they assumed would be just another day on the job. It was anything but. Approaching the fifth anniversary of that tragic day, the stories of the heroes and casualties among these dedicated air travel workers remain largely untold--until now. A compassionate and ultimately uplifting reflection on the nature of loss and the seeds of recovery, Reclaiming the Sky honors not only those workers who died doing their jobs, but also the ones that soldiered through on that day and in the aftermath, tirelessly piecing back together the fragments of a shattered industry--and indeed a critical social and economic force--while putting aside their own fears and grief.In conjunction with a website, reclaimingthesky.com--where readers can share their stories and thoughts--the book not only honors the heroes and casualties of 9/11, it also offers common ground to those seeking meaning, purpose and the strength to move forward.

Caldwell leverages his many years as a private pilot along with findings from documented aircraft accidents to develop leadership lessons that apply to leading any organization.

Leadership and organisational structures which are not adjusted to the cultural background of the employees concerned are most likely to produce sub-optimal results (House, 2004). Therefore it is necessary to develop appropriate leadership and organisational structures in order to fully grasp the cultural environment to be encountered in the professional world. This book presents a research project that was carried out to develop leadership and organisational structures in accordance with the requirements created by different professional backgrounds within the aviation industry. The identification of the different professional cultures was undertaken using a standardised questionnaire. The development of the questionnaire was carried out with the help of the GLOBE study (House, et al., 2004), one of the most extensive research efforts ever undertaken in the field of organisational and national cultures. The main characteristic of the GLOBE study is the development of nine dimensions which serve to identify and characterise any culture. These dimensions are referred to as 'core cultural dimensions'. Using this newly developed questionnaire, it was not only possible to isolate 12 different professional cultures, but also to identify their distinguishing traits which served as the base for the subsequent development of leadership and organisational structures. The survey was complemented by open interviews served to broaden and deepen the results gained with the standardised questionnaire. The research outcomes open the door to a new and important element of cultural research, complementary to those of organisational and national cultures. Although the study was carried out in the aviation industry, the results gained also appear to be transferable to other industries due to the large variety of professions isolated within the course of the presented study and the specific nature of the aviation industry itself.

Your business can take a lesson from the American military's fighter pilots. At Mach 2, the instrument panel of an F-15 is screaming out information, the horizon is a blur, the wingman is occupied, the jet is hanging on the edge -- and yet fighter pilots routinely handle the stress. It's not much different in today's unforgiving business world. One slipup and your company is bankrupt before your employees know what hit them. What works on the squadron level for F-15 pilots will also work for your marketing team, sales force, or research and development group. By analyzing the work environment and attacking its centers of gravity in parallel, you'll begin to utilize the Plan-Brief-Execute-Debrief-Win cycle that will rapidly impact your business's future success. U.S. fighter squadrons have been using this program for nearly fifty years to reduce their mistake rate, cut casualties and equipment losses, and rack up an envious victory record. Now, with Flawless Execution, your business can too.