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Visionary entrepreneurial leadership in the aircraft industry The Boeing Company legacy

机译：飞机行业富有远见的企业家领导力波音公司的遗产

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Purpose - In the early twenty-first century organization scholars and managers face an economic outlook full of daunting challenges. With investors, workers, and other stakeholders distressed and hostile toward corporate executives and boards due to recent corporate scandals, the future for many industries and firms appears grim. In what ways can business history help corporate managers and new venture entrepreneurs overcome these leadership challenges? This paper seeks to uncover practices throughout the Boeing Company's management history that offer today's executives and board members numerous examples of industry vision and leadership.Design/methodology/approach - Visionary leadership theory is used to help understand Boeing's actions. A theory of visionary entrepreneurial leadership is proposed based on Boeing's history. Four specific cases of aircraft design and development decisions and actions are presented as examples of executive and board directors' vision and leadership.Findings - Boeing has served as the aircraft industry's innovator and leader for over nine decades by designing and building path-breaking airplanes when no other aircraft manufacturer would venture similar risks to their reputation and capital. Furthermore, Boeing executives and board directors have repeatedly made risky decisions that - if the prototype literately crashed and burned - would probably bankrupt the company. Management's vision was always on the next great airplane, never on individual image or personal wealth.Research limitations/implications - Future research directions are presented suggesting a focus on firm executives and boards of directors' decisions and how these decisions influence industry wide innovation and development.Originality/value - The paper analyses the leadership attributes of Boeing executives over the last nine decades.
机译：目的-在二十一世纪初，组织的学者和管理者面临着充满艰巨挑战的经济前景。由于最近的公司丑闻，使得投资者，工人和其他利益相关者对公司高管和董事会感到沮丧和敌视，许多行业和公司的未来显得严峻。商业历史可以通过哪些方式帮助公司经理和新创业企业家克服这些领导挑战？本文旨在揭示整个波音公司管理历史中的实践，这些实践为当今的执行官和董事会成员提供了许多有关行业愿景和领导力的例子。设计/方法论/方法-有远见的领导力理论用于帮助理解波音的行为。根据波音公司的历史，提出了有远见的企业家领导理论。介绍了飞机设计和开发决策与行动的四个具体案例，作为执行和董事会董事的愿景和领导力的例子。发现-波音在过去的九十年中一直是飞机行业的创新者和领导者，其设计和制造突破性的飞机没有其他飞机制造商会冒着与其声誉和资本相似的风险。此外，波音公司的高管和董事会已经反复做出危险的决定，如果原型被误以为是被撞毁和烧毁，可能会使公司破产。管理层的愿景始终是下一架伟大的飞机，而不是个人形象或个人财富。研究局限/含意-提出了未来的研究方向，建议着重于公司高管和董事会的决策以及这些决策如何影响整个行业的创新与发展。原创性/价值-本文分析了波音公司高管在过去九个十年中的领导才能。

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