What Do We Mean By Leadership?
Introduction:
In spring of 1972, an airplane flew across the Andes Mountains carrying its crew and 40 passengers. Most of the passengers were members of an amateur Uruguayan rugby team en route to a game in Chile. The plane never arrived. It crashes in snow-covered mountains, breaking into several pieces on impact. The main part of the fuselage slid like a toboggan down a steep valley, coming to rest in waist-deep snow. Although a number of people died immediately or within a day of the impact, the picture for the 28 survivors was not much better. The fuselage offered little protection from the extreme cold, food supplies were scant, and a number of passengers has serious injuries from the crash. Over the next few days, several surviving passengers become psychotic and several others died from their injuries. The passengers who were relatively uninjured set out to do what they could to improve their chances of survival.
Several worked on "weatherproofing" the wreckage; others found ways to get water, and those with medical training took care of the injured. Although shaken by the crash, the survivor initially was confident they would be found. These feelings gradually gave way to despair as search and rescue teams failed to find the wreckage. With the passing of several weeks and no sign of rescue in sight, the remaining passengers decided to mount expeditions to determine the best way to escape. The most physically fit were chosen to go on the expeditions because the thin mountain air and the deep snow made the trips difficult. The result of the trips were both frustrating and demoralizing: the expedition members determined they were in the middle of the Andes Mountains, and walking out to find was believed to be impossible. Just when the survivors thought nothing worse could possibly happen, an avalanche hit the wreckage and killed several more of them.
The remaining survivors concluded they would not be rescued, and their only hope was for someone to leave the wreckage and find help. Three of the fittest passengers were chosen for the final expedition, and everyone else's work was directed towards improving the expedition's chances of success. The three expedition members were given more food and were exempted from routine survival activities; the rest spent most of their energies securing supplies for the trip. Two month after the plane crash, the expedition members set out on their final attempt to find help. After hiking for 10 days through some of the most rugged terrain in the world, the expedition stumbled across a group of Chilean peasants tending cattle. One of the expedition members stated, "I come from a plane that fell in the mountain. I am Uruguayan..." Eventually 14 other survivors were rescued.
When the full account of their survival became known, it was not without controversy. It had required extreme and unsetting measure: the survivor had lived only by eating the flesh of their deceased comrades. Nonetheless, their story is one by eating the flesh of their deceased comrades. Nonetheless, their story is one of the most moving survival dramas of all time, magnificently told by Piers Paul Read in Alive. It is a story of tragedy and courag, and it is a story of leadership.
Perhaps a story of survival in the Andes is so far removed from everyday experience that it does not seem to hold any relevant lessons about leadership for you personally. But consider some of the basic issues the Andes survivors faced: tension between individual and group members, and keeping hope alive in the face of adversity. These issues are not so different from those facing many groups we're a part of. We can also look at the Andes experience for examples of the emergence of informal leaders in groups. Before the flight, a boy named Parrado was awkward and shy, a "second-stringer" both athletically and socially. Nonetheless, this unlikely hero became the best loved and most respected among the survivors for his courage, optimism, fairness and emotional support, persuasiveness in group decision making also was an important part of leadership among the Andes survivor. During the difficult discussions preceding the agonizing decision to survive on the flesh of their deceased comrades, one of the rugby players made his reasoning clear: "I know that if my dead body could help you to stay alive, then I would want you to use it. In fact, if I do die and you don't eat me, then I'll come back from wherever I am and give you a good kick in the ass."
This needs to be a minimum of one-page response, using APA format Time New Roman 12 Font, double-spaced. Given the description of the leadership situation facing the airplane crash survivors describe on pages 2-3 of the attached, how would leader-member exchange (LMX), the normative decision model, the Situational Leadership Theory, the contingency model, and the path-goal theory prescribe that a leader should act.