國立虎尾科技大學 |

Power-Up with Emotional Intelligence : = Exploring Flight Attendant Leadership and Crew Resource Management in a Dynamic Post-Pandemic Travel Environment.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Power-Up with Emotional Intelligence :/
其他題名:	Exploring Flight Attendant Leadership and Crew Resource Management in a Dynamic Post-Pandemic Travel Environment.
作者:	Clarke, Carlin Laviolet.
面頁冊數:	1 online resource (291 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-04, Section: B.
Contained By:	Dissertations Abstracts International85-04B.
標題:	Psychology. -
電子資源:	click for full text (PQDT)
ISBN:	9798380609906

Power-Up with Emotional Intelligence : = Exploring Flight Attendant Leadership and Crew Resource Management in a Dynamic Post-Pandemic Travel Environment.
Clarke, Carlin Laviolet.

Power-Up with Emotional Intelligence :Exploring Flight Attendant Leadership and Crew Resource Management in a Dynamic Post-Pandemic Travel Environment. - 1 online resource (291 pages)

Source: Dissertations Abstracts International, Volume: 85-04, Section: B.

Thesis (Ph.D.)--The University of Southern Mississippi, 2023.

Includes bibliographical references

In the post-pandemic travel environment, disruptive passengers fail to accept flight attendants' leadership and cause unruly incidents that compromise flight safety, damage airlines, and present behavioral challenges that can lead to physical harm (Al-Arshani, 2021; Albert, 2016; Araiza, 2022; Albert, 2016; FAA, 2021; Inspire Academy, n.d.-a.; International Air Transport Association [IATA], n.d.-b; James, 2022; Pederson et al., 2021; Ramona & Anbro, 2017; Timmis et al., 2018; TSA, 2021; Wong & Neustaedter, 2017). Flight attendants rely on Crew Resource Management (CRM) skills to manage inflight incidents; however, CRM promotes team effectiveness and flight attendants are often dispersed throughout the cabin and attend to passengers' needs individually (Inspire Academy, n.d.-a.; Wong & Neustaedter, 2017). Passenger interactions require skilled leadership and authority due to the situational nature of navigating high-emotion conversations (Albert, 2016). Emotional Intelligence (EI) enhances leadership skills and enables leaders to be more effective when dealing with others' uncontrolled impulses (George, 2000; Goleman, 1995; Hersey et al., 1979; Hochschild, 1983; Uppal, 2017). This study explored flight attendants' leadership experience in the dynamic, post-pandemic environment and the impact of EI on CRM skills and flight attendants' perception of recognized authority.This study incorporated a qualitative, phenomenological research design and a mixed sampling approach. The researcher conducted 12 semi-structured one-on-one interviews with participants using a guided questionnaire for the instrument. The results of this study were determined by an analysis of interview transcripts using the Modified van Kaam Method (Moustakas, 1994) and verified through a rigorous research design. The data analysis revealed six themes, including (a) Communication Skills, (b) Situational Skills, (c) Coping Skills, (d) Establishing or Asserting Authority, (e) Engaging the Passenger, and (f) Reframing the Passenger Experience. Thirty-four subthemes emerged within the themes. The researcher organized themes and subthemes into two categories that identify their function, as Essential Skills and Leadership Skills. Findings suggest flight attendants utilize a caregiving leadership approach to inspire passenger compliance; however, caregiving leadership seems to contribute to the flight attendant air hostess stereotype and does not improve flight attendants' perception of recognized authority. Flight attendants who use an assertive leadership approach appear to successfully induce passenger compliance that contributes to their perception of recognized authority. This research may help airlines, regulatory agencies, such as the FAA, and other stakeholders improve flight attendant training curricula to include a more comprehensive approach to CRM and cabin leadership, reduce difficult passenger events, and contribute to a decrease in flight attendant attrition. Recommendations are offered for airline industry stakeholders that influence flight attendant policy and training initiatives.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798380609906Subjects--Topical Terms:

555998
Psychology.
Subjects--Index Terms:

Crew Resource ManagementIndex Terms--Genre/Form:

554714
Electronic books.

Power-Up with Emotional Intelligence : = Exploring Flight Attendant Leadership and Crew Resource Management in a Dynamic Post-Pandemic Travel Environment.
LDR:04617ntm a22004097 4500 001 1148578
005 20240924103839.5
006 m o d
007 cr bn ---uuuuu
008 250605s2023 xx obm 000 0 eng d
020 $a 9798380609906
035 $a (MiAaPQ)AAI30691458
035 $a AAI30691458
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Clarke, Carlin Laviolet. $3 1474572
245 1 0 $a Power-Up with Emotional Intelligence : $b Exploring Flight Attendant Leadership and Crew Resource Management in a Dynamic Post-Pandemic Travel Environment.
264 0 $c 2023
300 $a 1 online resource (291 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertations Abstracts International, Volume: 85-04, Section: B.
500 $a Advisor: Brown, H. Quincy.
502 $a Thesis (Ph.D.)--The University of Southern Mississippi, 2023.
504 $a Includes bibliographical references
520 $a In the post-pandemic travel environment, disruptive passengers fail to accept flight attendants' leadership and cause unruly incidents that compromise flight safety, damage airlines, and present behavioral challenges that can lead to physical harm (Al-Arshani, 2021; Albert, 2016; Araiza, 2022; Albert, 2016; FAA, 2021; Inspire Academy, n.d.-a.; International Air Transport Association [IATA], n.d.-b; James, 2022; Pederson et al., 2021; Ramona & Anbro, 2017; Timmis et al., 2018; TSA, 2021; Wong & Neustaedter, 2017). Flight attendants rely on Crew Resource Management (CRM) skills to manage inflight incidents; however, CRM promotes team effectiveness and flight attendants are often dispersed throughout the cabin and attend to passengers' needs individually (Inspire Academy, n.d.-a.; Wong & Neustaedter, 2017). Passenger interactions require skilled leadership and authority due to the situational nature of navigating high-emotion conversations (Albert, 2016). Emotional Intelligence (EI) enhances leadership skills and enables leaders to be more effective when dealing with others' uncontrolled impulses (George, 2000; Goleman, 1995; Hersey et al., 1979; Hochschild, 1983; Uppal, 2017). This study explored flight attendants' leadership experience in the dynamic, post-pandemic environment and the impact of EI on CRM skills and flight attendants' perception of recognized authority.This study incorporated a qualitative, phenomenological research design and a mixed sampling approach. The researcher conducted 12 semi-structured one-on-one interviews with participants using a guided questionnaire for the instrument. The results of this study were determined by an analysis of interview transcripts using the Modified van Kaam Method (Moustakas, 1994) and verified through a rigorous research design. The data analysis revealed six themes, including (a) Communication Skills, (b) Situational Skills, (c) Coping Skills, (d) Establishing or Asserting Authority, (e) Engaging the Passenger, and (f) Reframing the Passenger Experience. Thirty-four subthemes emerged within the themes. The researcher organized themes and subthemes into two categories that identify their function, as Essential Skills and Leadership Skills. Findings suggest flight attendants utilize a caregiving leadership approach to inspire passenger compliance; however, caregiving leadership seems to contribute to the flight attendant air hostess stereotype and does not improve flight attendants' perception of recognized authority. Flight attendants who use an assertive leadership approach appear to successfully induce passenger compliance that contributes to their perception of recognized authority. This research may help airlines, regulatory agencies, such as the FAA, and other stakeholders improve flight attendant training curricula to include a more comprehensive approach to CRM and cabin leadership, reduce difficult passenger events, and contribute to a decrease in flight attendant attrition. Recommendations are offered for airline industry stakeholders that influence flight attendant policy and training initiatives.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2024
538 $a Mode of access: World Wide Web
650 4 $a Psychology. $3 555998
650 4 $a Educational leadership. $3 585508
650 4 $a Transportation. $3 558117
653 $a Crew Resource Management
653 $a Emotional intelligence
653 $a Flight attendants
653 $a Leadership
653 $a Passenger experiences
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
690 $a 0621
690 $a 0449
690 $a 0709
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a The University of Southern Mississippi. $b Economic & Workforce Development. $3 1474573
773 0 $t Dissertations Abstracts International $g 85-04B.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30691458 $z click for full text (PQDT)