Katherine Senko

Command training for airline captains is possibly, the least regulated aspect of pilot training. At a time when airlines are reassessing their progams, there are also signs that a more formal mandate to train might be on the horizon. As part of a doctorat program I completed interviews with a sample of airline captains, all recommended by management as being exemplary leaders. As a result of my interviews, I was able to construct a list of 5 core leadership areas necessary for all aircraft commanders. Specific skills were further identified in the 5 core leadership areas of: (a) communication, (b) teamwork, (c) application of knowledge, (d) self-awareness, and (e) mentorship.

Before the research project I expected communication and teamwork to be strong areas of leadership as these skills are taught in most advanced flight courses throughout the industry. One normally considers that all pilots have superior knowledge of the flight rules and of their specific aircraft, however, it was not simply knowledge that makes a captain a leader but the ability to apply that knowledge to specific situations. The most surprising findings from the research were the very large mention of self-awareness and teaching as leadership qualities. While self-awareness is mentioned in many business leadership publications, I was surprised it surfaced in the interviews with pilots. Nearly all mentioned that one must be cognizant not only of the environment but one’s own interaction with others throughout the flight. Teaching was a surprise as it first seemed to be an added burden on the captain, yet the leaders saw it their duty to train the up and comers. The commanders considered mentorship a natural part of the duty; imparting knowledge was not an afterthought.

An In-Depth Look at the Skills

Communication

Specific communication skills included ensuring clear and precise information is given and active listening is practiced. Verbal communication included asking for and receiving feedback. Communication features including tone, standard wording and style were all mentioned as important for the leader to practice. Communication gaps can exist between flight attendants and mechanics, or gate agents and pilots. While the captain is not directly involved in each discussion, the leader must assure that the groups are communicating and must set priorities if necessary. The effective leader incorporates all aspects of communication including altering tone and style, and initiating conversations between appropriate parties when necessary.

Teamwork

Repeatedly mentioned were “people skills” including willingness to accept information, having a non-judgmental outlook and openness to both information and critique. While these social skills facilitate a sense of ease and belonging to a team, heavy emphasis was placed on creating a team early in the flight process. The effective leader ensures the entire flight crew shared a common goal and had the ability and tools to complete that goal. The captains stated it is the commander’s duty to set goals and communicate during the pre-flight briefing so all have a shared vision rather than allowing each crew to carry on their duties independently.

Knowledge

Captains were in agreement that flight skills and systems were adequately covered in training and felt that all pilots were knowledge in the technical aspects of flight operations. Application of the knowledge seemed to be needed in some new pilots. When does one apply the knowledge to differing situations? The pilots generally agreed that company goals and visions were not adequately trained. Because company goals were not clearly defined the captains’ felt burdened by making decisions for the company that may counter the overarching company vision. For example, one captain used the situation of a disabled aircraft being ferried without proper paperwork. While the incident did not involve safety of passengers or crew it directly challenged the pilot’s duty and responsibility. Without clear company goals there was undue burden put on his decision to hold for proper paperwork or take off with inaccurate paperwork. The knowledge and application of regulations guided the pilot’s decision over-ruling advice from company supervisors. The incident still causes the pilot to question the company’s true vision and commitment to its claim to a safety policy

Self-Awareness

The most surprising finding in my research was that each captain mentioned the need for self-awareness, or emotional intelligence. Emotional Intelligence (EI) is ones’ awareness of his or her own behaviour and the effect it has on others. Interestingly, self-awareness in the airline captain is probably one of the most misunderstood or least acknowledged, yet was something all the captains interviewed mentioned. In addition to being aware of one’s demeanor, other EI attributes mentioned include confidence, having a “presence”, enthusiasm, energetic, visionary and continuously focused on improvement. The ability to know how one’s own attitude is affecting the crew and to be able to change leadership tactics to improve if needed was described as an important skill on the flight deck. Even now, five years after the study, training both in EI and a variety of leadership styles is still absent from command development programs throughout the industry.

Mentorship

Finally, every captain interviewed mentioned the importance to teach others while on the job. The art of piloting the aircraft is passed along through the captain. According to one captain “take what you like about me and discard the rest; build yourself on the best of those around you”. Mentorship was something the captains took seriously and recognized as missing from the airline training. Several captains cautioned that leadership behaviors were not taught in the classroom but only on the flight line. This statement highlights the need for mentorship programs in the airlines. One must be careful to design these programs as a true mentorship not additional workload lopped onto an already busy and stressful position.

New Directions and Applications of Leadership on the Flight Deck

All leadership publications mention vision as a must have trait among leaders. What does this mean for the airline captain? Is it simply a safe and efficient flight? Is it comfort and service to the passengers? Adhering to the company goals without flexibility? The company must clearly state what it expects just as the airline captain must state just what he or she expects during the pre-brief. The vision must be shared and the tools to accomplish must be discussed. If the flight attendant has the vision to provide safe comfort and efficient service to passengers and crew then all seats should be properly functioning. However, priority must be made for safety and judgment must be used in determining priorities. A broken seat should not take precedence over a mechanical engine problem especially on a short haul flight; however, try to sit upright on an 18-hour flight and one realizes how important the seat becomes. Leaders recognize the priorities of all team-members and provide the tools necessary or open the pathways for each member to reach their personal best.

Leaders need to set the boundaries both within the team and for themselves. This characteristic is important for allowing others to take the lead when appropriate yet reclaiming the lead when necessary. Traditional CRM deals with boundary setting in an appropriate way but may have let the pendulum swing too far. The captain is the legal authority. It is appropriate to allow others to take the lead when they have more information, ability, and knowledge, but ultimately the responsibility to delegate these roles is the captains.

While the leader must clearly state the vision and goal for each flight, he or she must also bridge the communication between the various working groups.

Training the Captain as Leader

Each of the skills mentioned above is teachable. Leaders are not born, they are taught. While every leadership development course should contain lessons the five core leadership traits: a) communication, b) teamwork, c) application of knowledge, d) self-awareness, e) mentorship. Each course should also focus on perceptions of oneself and one’s won leadership style. The course must also clearly spell out the company’s take on leadership. Does the company value service more than efficiency? If so decisions to delay to passenger comfort can be effected. Leadership development requires practice and each upcoming leader should have a mentor to assist and discuss situations as they occur; upcoming captains may have a sort of personal debriefer.

In the highly competitive field of commercial aviation it is paramount there is strong leadership within the airline and within each cockpit and every flight. Identifying what is needed on the line and training those skills is the most efficient way to develop the leadership your airline requires. Train the skills necessary; communicate across the various working groups, build an empowered team, practice knowledge application in real situations, recognize oneself and alter the styles used in different situations, mentor the future captains. Each airline has already hired their leaders, they need to groom them into the position.

Katherine Senko, Ed. D.