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Apollo 13: A Leader-Follower-Situation Model Of Leadership

1901 Words8 Pages

Apollo 13 depicts the historical story of the 1970’s spacecraft and its tumultuous journey through space. The film highlights the successful failure of a space launch where a series of unforeseen circumstances would become the culmination of NASA’s most demanding challenges. The ability of the individuals’ involved showed great human ingenuity, courage, and the collaboration between these people depicted a human triumph over the human failure. A collection of highly knowledgeable mathematicians, physicists, and engineers worked in unison with three astronauts, Jim Lovell, Jack Swigert, and Fred Haise, to overcome life-threatening hurdles. The people involved in the Apollo 13 crisis were the epitome of perseverance, resilience and tenacity, and their leadership teaches us about the importance of communication, courage, and unity.
Leader-Follower-Situation Model of Leadership:
The main framework for thinking about leadership taught in the course was thinking about leadership through a different view: the L-F-S leadership model. To follow this model, a leader must consider the …show more content…

There was pressure from the outside world where media outlets were looking for NASA to admit there would be American deaths under this project, and NASA could not tell these media channels that it had a solution because they did not. The situation shapes a lot of the decision making processes the leaders in the film experience. For instance, Ken Mattingly’s contribution to bring the astronauts back was directly correlated with his removal from the program. Had Ken Mattingly been on the ship, who would have the motivation and emotional connection to Jim, Jack, and Fred to make sure they returned home? By understanding the situation of the Apollo 13 crisis, people can begin to understand the enormous amount of stress among the crew in Mission Control and in

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