In Apollo 13 (1995) directed by Ron Howard, it is possible to observe several types of leadership that are mostly represented by such characters as Jim Lovell and Gene Kranz. Inasmuch as both characters demonstrate different leadership styles depending on a situation, it is possible to apply the contingency theory of leadership in order to explain leaders’ approaches and behaviors depicted in this movie (Waters, 2013). The purpose of this paper is to describe four scenes from Apollo 13 and analyze leadership styles represented in these scenes in the context of the contingency theory of leadership.
In the scene when Lovell learns that Ken Mattingly, the member of Lovell’s crew, has the measles, he needs to decide what to do to continue the mission and whether it is appropriate to replace Mattingly with Jack Swigert (Howard, 1995). In spite of many doubts, in this case, Lovell acts as a transactional leader who becomes focused on the major goals and makes decisions or sets tasks depending on a strategic plan (McCleskey, 2014). According to the contingency theory, Lovell chooses a leadership style depending on a situation, external conditions, and strategic goals.
Furthermore, Lovell acts as a transformational leader in a situation when the crew is “killed” during the simulator training. He does not allow his crew members to feel depressed, and he motivates them to try one more time in order to demonstrate better results (Howard, 1995). In this context, according to the contingency theory, Lovell chooses transformational leadership as the most appropriate style to stimulate the crew members, support them, and provide more opportunities for success.
Lovell’s leadership style can be described as democratic in the scene when he needs to cope with the crisis and help his crew manage technical problems in spite of threats to their lives. Lovell involves all the crew members in a discussion of a situation, perceiving them as equal partners and controlling decision-making (Howard, 1995; McCleskey, 2014). According to the contingency theory of leadership, this behavior is typical of democratic leaders who do not intend to control others but provide guidance (Waters, 2013).
The critical situation in the space also makes Kranz demonstrate his leadership qualities. In the scene when Kranz motivates the team in Houston to find solutions to the problem and help the astronauts come back, he notes that the focus is only on success and inspires team members to do all possible in this situation (Howard, 1995). This behavior is typical of a transformational leader who is able to accentuate strengths of individuals, motivate them, inspire, set appropriate goals, and encourage achieving higher results without pressure (McCleskey, 2014; Waters, 2013).
In Apollo 13, such leadership styles as democratic, transactional, and transformational ones are depicted with reference to behaviors and actions of Jim Lovell and Gene Kranz. As a result, these characters can take different leadership roles depending on a situation and needs, and this aspect can be explained with the focus on the contingency theory of leadership. After watching the movie, it is possible to conclude that transformational leadership is one of the most effective approaches to use in situations when it is necessary to support and motivate people to overcome a crisis or a certain challenge. Moreover, to achieve high results, it is important to balance control and avoid pressure on people.
References
Howard, R. (Director). (1995). Apollo 13 [Video file]. Web.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117-130. Web.
Waters, R. D. (2013). The role of stewardship in leadership: Applying the contingency theory of leadership to relationship cultivation practices of public relations practitioners. Journal of Communication Management, 17(4), 324-340. Web.