At FedEx, this means that managers facilitate success and allow employees to excel. Part 6 -- in many ways, great leaders often are able to take numerous personality traits and mold them into successful management by being attuned to the decisions and the business in a manger that allows for both flexibility and creativity. For Fred Smith, a continuum of adjustment and openness to experience seem to manifest more regularly than other traits. While being in control, he is relaxed, secure, and positive; while also imaginative, and a visionary enough to know that his role is to coach and utilize the expertise of others. Smith sets standards, but continually reinforces those standards -- but he realizes that he must defer to the expertise of others so that he can realize their success through the success of the company.

Part 7 -- FedEx managers would probably not fit in with many American companies who still operate with the view that it is the role of the leader to decide, consult individually, and continually monitor. Instead, the FedEx style is to view the leader as a facilitator, holding a group meeting to define the problem and the limits to which decisions should be made, and then encourage participation by delegating the manner in which the group as a whole will manage that issue. Of course there are overall goals and issues that must be met; if a package needs to be in India, there is a time frame it must leave Los Angeles. but, the way to make that happen fits in with delegation to the real experts -- the individual teams at FedEx.

Part 8 -- for the self-managed, empower team approach...

At FedEx, this is done in simple ways; if there is a crunch and more hands are needed on the line, to load, to facilitate, etc. -- managers at all levels help -- thus showing willingness to model behavior. At the team level, the managers are encouraged to give praise and recognition -- find things that employees do well; avoid blame, but look at processes that are not working and ask employees to self-evaluate; make feedback timely, but not in the middle of a business crises or crunch; and encourage dialog about the issue -- depersonalize issues so that a win-win situation is developed.
Part 9 -- of course, if there are leaders at every level of FedEx's operation, then at every level there are followers; with most individuals being both. It is the pragmatic follower that works best at FedEx -- depending on the style for the individual situation. When a driver has an angry client; the driver becomes the all-important face of FedEx and is empowered to help that client; this follower knows how to get things done; but is able to also take the approach that at times, there is a larger, overall goal for everyone to work toward.

REFERENCES

Federal Express (2011). Cited at: www.FedEx.com

Lussier, R. And C. Achua. (2010). Leadership: Theory, Application, and Skill

Development. Mason, OH: CENAGE.

Ries, a. And L. (2002); the 22 Immutable Laws of Branding. New York:

Harper Collins.