BTEC level 7

1. TRANS MALDIVIAN AIRWAYS (PVT) LTD
By : John Norman
Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership
Great Leaders Walk the Talk
STRATEGIC MANAGEMENT & LEADERSHIP

2. OBJECTIVES / CONTENTS
• Company overview
• The product, Vision, motto & value proposition
• Organisation structure
Task 2 : Leadership theory to support organizational direction
 2.1 Impact of Management and leadership theories on organizational strategies
 2.2 Leadership strategy that supports organizational direction
Task 3 : Leadership requirements
 3.1 Current leadership requirements
 3.2 Development of future situations requiring leadership
Task 4 : Development of leadership skills
 4.1 Development of leadership skills for specific requirements
 4.2 Usefulness of the methods used

3. TRANS MALDIVIAN AIRWAYS (PVT) LTD
Company Overview:
Trans Maldivian Airways (Pvt) Ltd (TMA)
was formed in 1989. Originally called
Hummingbird Island Helicopters, TMA is
the oldest and, in many ways, the most
experienced Air transfer operator in the
Maldives. It pioneered the use of aircraft to
transport tourists to island based resorts. In
doing so, it has made a significant
contribution to the development of tourism
to the Maldives, which in turn has resulted
in major benefits to the national economy.

4. ORGANISATION STRUCTURE
Chief
Executive
Officer ( CEO )
Board of
Director
s
Finance &
Accounti
ng
Business
Developme
nt
Safety CAMO
General
Directors
Ground
Operatio
ns
Flight
Operation
s
Crew
Training
MRO 145
IT
Ground
Engineer
ing
Quality
HR

5. Leadership
The ability to influence a group toward the
achievement of goals
Management
Use of authority inherent in designated formal
rank to obtain compliance from organizational
members
What is Strategic leadership and Management ?
Strategic management is the continuous process
of planning, monitoring, analyzing and
assessing of all that is required for an
organization to meet its goals and objectives in
the long run (Mullen,2002)
2.1 Review Impact of Management and leadership theories on
organizational strategies for Trans Maldivian Airways

6. 2.1 Review Impact of Management and leadership theories on
organizational strategies Trans Maldivian Airways
There are different types of leadership styles which are implemented in order to
have an effect on positive leadership strategies and impact for the organization
Autocratic Leadership
• Autocratic leadership style doesn’t give much
flexibility.
• Employees go through more Stressful situations.
Democratic Leadership
• Employees are motivated highly
• Better team management.
• Smooth relationship with employees
Laissez Faire Leadership
• Employees are given more freedom and decision
making powers.
• Problems are solved faster & efficiently and more
leaders develop from the teams.
(Pictures taken from :- TMA.com)

7. • Contingent Reward
• Management by Exception
(active)
• Management by Exception
(passive)
• Laissez-Faire
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration
Transactional Leadership
Leaders who guide or motivate their
followers in the direction of established
goals by clarifying role and task
requirements
Transformational Leadership
Leaders who provide the four “I’s”
(individualized consideration, inspirational
motivation, idealized influence, and
intellectual stimulation)
2.1 Impact of management and leadership theory
on organizational strategy Trans Maldivian
Airways

8. Situational Leadership
2.1 Impact of management and leadership theory
on organizational strategy Trans Maldivian
Airways
(North house, 2007)

9. Charismatic Leadership
The great ability to inspire and motivate followers to perform at high
levels, and to be committed to the organization
Entrepreneurial Leadership
Constantly practice proactive entrepreneurial behavior by optimize risk,
innovate to take advantage of opportunities, take responsibilities and manage
change
2.1 Impact of management and leadership theory
on organizational strategy Trans Maldivian
Airways
Authentic Leadership
authentic leaders are positive people with truthful self-concepts who promote
openness. They act from their hearts, recognise and encourage tallents

10. 2.2 Leadership strategy that supports organisational
direction for Trans Maldivian Airways
Situational leadership is the TMA top level leaders are trained with
the combination of best qualities of leadership

11. 2.2 Leadership strategy that supports organisational direction
for Trans Maldivian Airways
Entrepreneurial Leadership is the TMA middle level
leaders are trained with the combination of best
qualities of leadership

12. and
Influences
Effective Strategic Leadership
Strategic Intent Strategic Mission
Shapes the formation of
Successful Strategic Actions
Formulation of Strategies Implementation of Strategies
Strategic Competitiveness Above Average Returns
Yields
Current “Situational Leadership” strategy and the
Strategic Management Process at TMA

13. 3.1 Current Leadership Requirements at TMA
The current leadership requirements were identified after interviews with 7
leadership members and close observations of TMA daily functions.
• Excellent knowledge of the function
• High level of responsibility
• Effective communications
• Be a role model
• Identify talents and highly motivate
• Excellent integrity with situational analysis talent
These are the current
mandatory leadership
characteristics at TMA
leadership

14. THESE WERE THE DIFFERENT METHODS USED TO
REVIEW THE LEADERSHIP REQUIREMENTS AT TMA
This was identified through interviews with the
Head of HR and 12 other department heads.
• 360 performance review : In this approach, a leader can
decide on which aspects of the employee’s performance
to concentrate on. A variety of approaches fit each
employee’s individual needs.
• The leadership skills and competency requirement
analysis
• Requirements of ethics and social responsibilities by a
questionnaire
• Patterns of communication cascades by interviews with
employees and 12 leaders
3.1 Appropriate methods to review the current
leadership requirements for Trans Maldivian Airways

15. 3.2 PLAN FOR THE DEVELOPMENT OF FUTURE
SITUATIONS REQUIRING LEADERSHIP FOR TRANS
MALDIVIAN AIRWAYS
Job Rotation;
• Excellent knowledge of the function
• High level of responsibility
• Effective communications
• Be a role model
• Identify talents and highly motivate
• Excellent integrity with situational analysis talent
Also:
• The ability to work without or very less supervision
• Time management
• Effective innovative skills
(Pictures adapted from visualmeditation.com)

16. 3.2 DEVELOPMENT OF FUTURE SITUATIONS REQUIRING
LEADERSHIP FOR TRANS MALDIVIAN AIRWAYS
Methods to develop leadership skills
• Training to the managerial level
employees
• Involvement in managerial staff in
succession planning
• Job Rotations
• Specific designed trainings and seminars

17. 4.1 DEVELOPMENT OF LEADERSHIP SKILLS FOR
SPECIFIC REQUIREMENTS FOR TRANS MALDIVIAN
AIRWAYS
The future situation which requires leadership is “The
Retirement of the Managing Director”
Identify the next best MD if available within the
organisation. Selecting the suitable person inside the
organisation is the best option since the TMA operation is
very unique and a person knowing the company operations
well is the competitive advantage.

18. 4.1 DEVELOPMENT OF LEADERSHIP SKILLS FOR SPECIFIC
REQUIREMENTS FOR TRANS MALDIVIAN AIRWAYS
1. Mentoring and Coaching :
The current MD become a mentor for the identified successor
2. Self-awareness Trainings
3. Train on the significant nine (09) hierarchical practices which
construct connections amongst chiefs and forefront representatives
and among workers
4. An environment awareness grooming : which emphasizes shared
goals, shared knowledge and mutual respect
5. Developmental training on effective communication techniques
which are frequent, timely and focused on solving problems

19. 4.1 DEVELOPMENT OF LEADERSHIP SKILLS FOR SPECIFIC
REQUIREMENTS FOR TRANS MALDIVIAN AIRWAYS
1. Mentoring and Coaching :
The current MD become a mentor for the
identified successor
2. Self-awareness Trainings

20. 4.1 DEVELOPMENT OF LEADERSHIP SKILLS FOR SPECIFIC
REQUIREMENTS FOR TRANS MALDIVIAN AIRWAYS
3. Train on the significant nine (09) hierarchical practices which construct
connections amongst chiefs and forefront representatives and among
workers
1. Outstanding business leadership
2. Make positions that traverse limits
3. Hire and train for relationship excellence
4. Invest in the front-line leaders
5. Use issues to construct connections
6. Use wide execution measurements
7. Span the work-family separate
8. Construct the supplier connections
9. Have very adaptable sets of responsibilities

21. 4.1 DEVELOPMENT OF LEADERSHIP SKILLS FOR
SPECIFIC REQUIREMENTS FOR TRANS MALDIVIAN
AIRWAYS
1. Objectives are shared
2. Knowledge is shared
3. Great mutual respect
4. An environment awareness grooming on;

22. 4.1 DEVELOPMENT OF LEADERSHIP SKILLS FOR
SPECIFIC REQUIREMENTS FOR TRANS MALDIVIAN
AIRWAYS
5. Developmental training on effective communication techniques
which are frequent, timely and focused on solving problems
1. Frequent communication
2. Issues solving communication

23. Usefulness of Mentoring and Coaching
• Using state of the art technology
• Eliminate waste
• Continuous organisational improvement
• Providing superior service
• Increased productivity
Usefulness of Self-awareness Trainings
• Act as liaisons with external constituencies
• Serve as troubleshooters
• Managing conflict
• Coaching to improve team member performance
4.2 Report on the Usefulness of the methods used on
development of leadership skills for Trans Maldivian
Airways

24. • Determining Strategic Actions: Developing a long term vision of the firm’s
strategic intent
• Exploiting and Maintaining Core Competencies
• Sustaining an Effective Organizational Culture
4.2 Report on the Usefulness of the methods used on
development of leadership skills for Trans Maldivian Airways
Usefulness of (09) hierarchical practices
• Ethical Practices
• Organisational Control
Usefulness of environment awareness grooming

25. 4.2 REPORT ON THE USEFULNESS OF THE METHODS
USED ON DEVELOPMENT OF LEADERSHIP SKILLS
FOR TRANS MALDIVIAN AIRWAYS
• High level of interaction
• High level of interaction between corporate headquarters and divisions
• Ability to share resources and capabilities among divisions
• Open communication between corporate and divisional managers
Usefulness of Developmental training on effective communication
techniques which are frequent, timely and focused on solving problems

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27. QUESTIONS ?