Leadership is not always considered in terms of a particular style in the very moment that these skills are used but are rather studied and scrutinized after the event has already taken place. This does not mean that the necessary skills have not been fine-tuned prior to needing them but it simply means that true leadership skills should become so naturally delivered that they do not have to be considered during an event that requires such skills. Leadership, by this definition, is a part of someone’s character and their everyday abilities to invoke the best possible outcomes through their teams. These skills do not have to be innate but rather can be learned and developed over time and experience so that, when a situation arises, the leader can easily call upon the needed leadership skills and act appropriately in the moment. Such a leadership analysis was clearly conducted following the difficulties surrounding NASA’s Apollo 13 mission. This analysis was subsequently transformed into a motion picture where the leadership skills of Gene Kranz was highlighted throughout the film and provided a better understanding as to how these leadership skills ultimately led to the safe return of the American astronauts aboard Apollo 13. It is the intention of this author to explore the leadership skills of Gene Kranz as portrayed in the film Apollo 13 and to provide recommendations as to how these skills can be transitioned into the daily lives of the reader.
Movie Summary
In a media portrayed rendition of NASA’s third lunar mission, the film Apollo 13 depicted the spacecraft and its team of astronauts as they left the earth and entered into space in an attempt to land on the moon. Although the exact terminology, quotations, and reactions may not mirror the true events, Opt (1996) explains that the portrayal was well designed in regards to showing the severity of the situation and the manner in which each glitch in the mission was handled. The mission was originally going very smoothly until an oxygen tank explosion created a scenario whereas the crew was bound for certain death through either suffocation or freezing to death. The intended mission was no longer relevant as the mission control was combatting each possible solution and the potential implications of making any form of decision. Each attempt to solve one problem created yet another issue. Even if they were able to prevent their death in space, it was clear that they would likely die upon reentering the earth’s atmosphere (Apollo 13, 1995).
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"Leadership in Apollo 13: Gene Kranz".
Panic and conflict began to take over the crew as they were scrambling to find a way to simply survive. Opt (1996) explains that these conversations between the crewmembers are likely more of a dramatic effect written in to the script but it would not be without reason to assume that the emotional reactions were accurate. Opt (1996) continues to note that many of the heroic reactions may have also been the product of Hollywood but there were obviously enough of these moments to produce a positive outcome for the crew. Whether or not this was a product of Hollywood, the film continued to show the abilities of the crew and specifically of the mission control operators in Houston, Texas. It was in their ability to determine the best course of action and minimize the negative implications that the crew was able to return home safely (Apollo 13, 1996).
Character Summary: Gene Kranz
Of the mission control operators in Houston, Texas, Gene Kranz (played by Ed Harris) was considerably the primary character in the film. Kranz, the mission control leader, took his role very seriously. He was very dedicated to the men aboard the ship and made it clear to them and every member of his team that “We’ve never lost an American in space, we’re sure as hell not gonna lose one on my watch! Failure is not an option” (Apollo 13, 1995). It was in this head on, no lose attitude that the crew was able move through each issue as it would arise. He often thought outside of the box and was able to see a larger picture than other members of the team. This was shown when he stated “I don’t care about what anything was DESIGNED to do, I care about what it CAN do” (Apollo 13, 1996). He knew that the situation was dire, but he also knew that it was imperative that he made solid and confident decisions in order to minimize the panic levels. Magretta (2002) explains that, once the entirety of the crew both on the ground and in space realized that Kranz was only concerned with the reentry plan, the ability to focus on the new mission became immediately exclusive. In other words, once this was communicated to everyone, Kranz was able to successfully bring together a team that could complete this mission.
Analysis of Leadership Skills
According to Bass (1999), the leadership style that would best define Gene Kranz’s actions and leadership skills in the film Apollo 13 is that of transformational leadership. Although notably, transactional leadership is also displayed in this character. Transformational leadership is utilized to boost confidence and moral among the team members in order to lead them into utilizing their full potential. This form of leadership is used to get the team to work for the greater cause by showing them how their actions and capabilities can benefit the whole. Transactional leadership, according to Bass (1999) emphasizes the best interest of the individual. Bass (1999) clarifies this by stating that “transformational leader emphasizes what you can do for your country; the transactional leader, on what your country can do for you” (pg. 9).
In the film, it was important that Kranz was able to rally the team to work towards the ultimate goal of getting the crew home safely but it was also important that the crew in space was encouraged to work for their own survival. In both of these styles, the key is communication and the ability to depict what the primary interests are given the current situation. In other words, it is not enough for a leader to be able to state the problem and the solution but they must also be able to explain the “why” and the “for whom” in order to promote and encourage the crew members. Additionally, this must be communicate respectfully in order to show the crew that they are each valuable members of the whole. Kranz exhibited these qualities when he said “Gentlemen, at this moment, I want you all to forget the flight plan. From this moment on, we are improvising a new mission: How do we get our people home?” (Apollo 13, 1995). He showed respect for the team members. He communicated the plan and he showed a sense of urgency for their actions. In this, Kranz showed that his leadership skills were able to bring out the potential in each of the team members.
Another way that he showed transformational leadership was through promoting each team member to bring their opinions to the table. He does not claim to have all of the answers and shows that each team member is valuable. For instance, Kranz questions the team by stating “Let’s look at this thing from a… um, from a standpoint of status. What do we got on the spacecraft that’s good?” (Apollo 13, 1995). In this quotation, Kranz is giving the team members the opportunity to show their own ideas and capabilities while still using all possible resources to achieve the ultimate goal. While the team members are aware that coming up with the solution would serve them well through recognition (transactional leadership), the emphasis remains on the larger picture and the ultimate goal of bring the crew home (transformational leadership).
Application and Recommendations
Bass (1999) explains that transformational leadership has gained a lot of attention in the field of management and this has ultimately changed the way that people expect to be led. No longer does it seem acceptable to simply tell people what they should do as followers want to understand the bigger picture and feel that they add value to the mission. In an immediate situation such as was faced by Kranz, there were moments when he had to resort to the more traditional leadership of telling people exactly what to do such as when he stated “I don’t want the want the whole damn bible, just give me a couple of chapters. We’ve got to give these guys something” (Apollo 13, 1995). However, he would quickly transition back into his transformational leadership style to keep the momentum of suggestions open and continuing. This ability to shift between styles is one of the primary reasons that Gene Kranz is remembered as being a highly successful character and leader in this film.
Many leadership skills are innate and come natural to the individual. However, such an extensive variety of skills must be well understood in order to call upon them at the precise moment that they are needed. It is important, according to Bass (1999) that a person takes the time to understand what their followers need to succeed. By getting to know the crew, Bass (1999) claims that the leader will be much more successful in exhibiting leadership skills that will work towards the ultimate goal. Of course, it is also important to be able to see the larger picture and determine what that goal should be. For this purpose, a leader should be well studied in their field and have the ability to react accordingly. In short, in order to be an adequate leader, a person should constantly increase their working knowledge of their team and their field. This will not only help them to be able to retrieve the necessary skills in the moment, it will also help them to be able to make the appropriate decisions and move forward in their own field.
Discussion and Conclusion
In closing, Gene Kranz, both in the film and in reality, was an exceptional leader that was able to successfully bring home the crew aboard Apollo 13. In the film, he was essential to rallying the crew in Houston, Texas. He utilized both the transformational and transactional leadership skills throughout the movie in order to promote the individual’s needs as well as encourage them to work towards the ultimate goal of bringing home the crew in space. Being able to determine the needs of the whole as well as the individuals, Kranz was able to encourage the team to bring new suggestions and evaluate each independent concern. He was able to communicate what was needed in a manner that was respectful while still maintaining a sense of urgency. The primary take from this film and specifically the character of Gene Kranz is that a leader must have extensive knowledge in their field as well as about the needs of the team members. This allows the leader to shift between leadership styles in an effort to maximize the potential in the team as a whole and as individuals.
- Apollo 13. (1995) Dir. Ron Howard. Pro. B. Grazer. Universal City Studios.
- Bass, B. M. (1999). Two decades of research and development in transformational
leadership. European journal of work and organizational psychology, 8(1), 9-32. - Magretta, J. (2002). The behavior behind the buzzwords. MIT Sloan Management Review, 43(4),
89. - Opt, S. K. (1996). American Frontier Myth and the Flight of Apollo 13: From News Event to Feature Film. Film & History: An Interdisciplinary Journal of Film and Television
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