!
OHA COVID-19 Updates and Resources: Visit our COVID-19 site for the latest updates, testing sites and vaccine information, or find information for healthcare
partners.
Facilities Planning and Safety
Public Health Division
" ! Public Health Division ! Provider and Partner Resources ! Health Care Facilities and Providers ! Facilities Planning and Safety
&
Facilities Planning and Safety
On this page:
Information about FPS
How the Plan Review Process Works
Join Our Listserv
FPS Adoption of 2018 FGI
Workload Updates
Information for Project Designers
Codes and Guides
Plan Review Fees
Waivers
Who We Serve and the Rules that Govern Them
Ambulatory Surgery Centers
Assisted Living Facilities
Birthing Centers
End-Stage Renal Disease Treatment Facilities
Extended Stay Centers
Hospitals
Memory Care Communities
Nursing Homes / Skilled Nursing Facilities
Residential Care Facilities
Special Inpatient Care Facilities
Information about FPS
How the Plan Review Process Works
Facilities Planning and Safety performs plan reviews to ensure compliance with the Oregon Administrative
Rules physical requirements at both acute and long-term care facilities. In addition to plan reviews, Facilities
Planning and Safety also conducts on-site inspections for rule compliance at the completion of each project.
Acute care facilities are regulated by the Oregon Health Authority Health Facility Licensing and Certification
Program. Before the plan review, the healthcare provider must follow the letter of intent and application process
of the Certificate of Need Program. After the plan review, facilities should contact the Health Facility Licensing &
Certification Program for licensing of the acute care facility.
Assisted Living Facilities, Residential Care Facilities, and Memory Care Communities are regulated by the
Department of Human Services Safety, Oversite and Quality Unit. Before the plan review, the healthcare
provider must follow the market study process used by the Department of Human Services. After the plan
review, facilities should contact the Safety, Oversight and Quality Unit for licensing of the long-term care facility.
Nursing Homes / Skilled Nursing Facilities are also regulated by the Department of Human Services Safety,
Oversite and Quality Unit. Before the plan review, the healthcare provider must follow the letter of intent and
application process of the Certificate of Need Program. After the plan review, facilities should contact the
Safety, Oversight and Quality Unit for licensing of the long-term care facility.
Join Our Listserv
Join the FPS Listserv. The Facilities Planning and Safety Listserv sends announcements,
information and critical program updates regarding new construction and remodel of
health facilities within the jurisdiction of the Health Facility Licensing and Certification
Program.
FPS Adoption of 2018 FGI
Facilities Planning and Safety (FPS) is adopting the 2018 Facilities Guidelines Institute (FGI) design standard ...
! OHA COVID-19 Updates and Resources Visit our COVID-19 s
1. !
OHA COVID-19 Updates and Resources: Visit our COVID-19
site for the latest updates, testing sites and vaccine information,
or find information for healthcare
partners.
Facilities Planning and Safety
Public Health Division
" ! Public Health Division ! Provider and Partner Resources !
Health Care Facilities and Providers ! Facilities Planning and
Safety
&
Facilities Planning and Safety
On this page:
Information about FPS
How the Plan Review Process Works
Join Our Listserv
FPS Adoption of 2018 FGI
Workload Updates
Information for Project Designers
Codes and Guides
Plan Review Fees
Waivers
2. Who We Serve and the Rules that Govern Them
Ambulatory Surgery Centers
Assisted Living Facilities
Birthing Centers
End-Stage Renal Disease Treatment Facilities
Extended Stay Centers
Hospitals
Memory Care Communities
Nursing Homes / Skilled Nursing Facilities
Residential Care Facilities
Special Inpatient Care Facilities
Information about FPS
How the Plan Review Process Works
Facilities Planning and Safety performs plan reviews to ensure
compliance with the Oregon Administrative
Rules physical requirements at both acute and long-term care
facilities. In addition to plan reviews, Facilities
Planning and Safety also conducts on-site inspections for rule
compliance at the completion of each project.
Acute care facilities are regulated by the Oregon Health
Authority Health Facility Licensing and Certification
Program. Before the plan review, the healthcare provider must
follow the letter of intent and application process
of the Certificate of Need Program. After the plan review,
facilities should contact the Health Facility Licensing &
Certification Program for licensing of the acute care facility.
Assisted Living Facilities, Residential Care Facilities, and
Memory Care Communities are regulated by the
Department of Human Services Safety, Oversite and Quality
Unit. Before the plan review, the healthcare
3. provider must follow the market study process used by the
Department of Human Services. After the plan
review, facilities should contact the Safety, Oversight and
Quality Unit for licensing of the long-term care facility.
Nursing Homes / Skilled Nursing Facilities are also regulated
by the Department of Human Services Safety,
Oversite and Quality Unit. Before the plan review, the
healthcare provider must follow the letter of intent and
application process of the Certificate of Need Program. After
the plan review, facilities should contact the
Safety, Oversight and Quality Unit for licensing of the long-
term care facility.
Join Our Listserv
Join the FPS Listserv. The Facilities Planning and Safety
Listserv sends announcements,
information and critical program updates regarding new
construction and remodel of
health facilities within the jurisdiction of the Health Facility
Licensing and Certification
Program.
FPS Adoption of 2018 FGI
Facilities Planning and Safety (FPS) is adopting the 2018
Facilities Guidelines Institute (FGI) design standard
generally effective January 1, 2020. As of the October 1, 2019
filing with the Oregon Secretary of State,
facilities may choose to comply with these revised standards or
utilize the existing built environment Oregon
Administrative Rules (OARs) until the end of the 2019 calendar
year. As noted below, FGI has already gone into
effect for several facility types.
4. The 2018 edition of FGI is offered in a three-book series in
addition to digital content hosted online. The three
books are categorized and commonly titled: Hospital,
Outpatient, and Residential Health. These categories
reflect and respect the differing levels of care as they relate to
the varying levels of patient acuity in each facility
type. Further information can be found on the FGI website.
The adoption of FGI will impact the OARs the Oregon Health
Authority uses to regulate acute care facilities
including:
Ambulatory Surgery Centers (FGI effective January 7, 2019,
additional updates effective January 1,
2020)
Birthing Centers
End-Stage Renal Disease Treatment Facilities
Extended Stay Centers (FGI effective January 7, 2019,
additional updates effective January 1, 2020)
Hospitals (including psychiatric hospitals, hospital outpatient
clinics, and hospital outpatient surgery)
Special Inpatient Care Facilities (including rehabilitation
hospitals, substance abuse treatment, religious
nonmedical health care institutions, and freestanding hospice
facilities) (FGI effective February 21,
2019)
The adoption of FGI will not impact the long-term care
facilities regulated by DHS for which FPS performs built
environment plan review and inspection services. The DHS
long-term care facilities unaffected by FGI adoption
include:
Assisted Living Facilities
Memory Care Communities
Nursing Homes / Skilled Nursing Facilities
5. Residential Care Facilities
The adoption of FGI also will not affect the CMS regulatory
enforcement of NFPA 101 Fire Life Safety Code.
Additional documents regarding FGI adoption:
OHA FGI Adoption Workgroup Process Explanation (pdf)
Oregon Adoption of 2018 FGI Frequently Asked Questions
(FAQ) (pdf)
Slipsheets of Oregon amendments to 2018 FGI are linked in
individual facility types
FPS Workload Updates
Facilities Planning and Safety sends weekly workload updates
to the Listserv and also archives those updates
on this page to increase program transparency and improve
performance.
Projects listed on updates are reviewed according to submission
date with consideration of the skill sets of
current contractors and plans review staff. Our normal practice
is, and continues to be, to review projects in the
order in which they are received.
Updates from this Month
January 07, 2022
2021 Archived Workload Updates
January
February
March
April
6. May
June
July
August
September
October
November
December
Information for Project Designers
Codes and Guides
Facilities Planning and Safety publishes Health Facility Plan
Review Guidebook (pdf). The guidebook contains a
detailed outline of the plan review process, fee schedule and
site review process. This guidebook also
describes facility licensing classifications and provides contact
information for OHA and DHS licensing
programs.
Review requirements originate in Oregon Revised Statute
441.060. Specific submission requirements for all
projects are listed in Oregon Administrative Rule Chapter 333,
Division 675.
In addition to the facility-specific codes listed below, acute and
long-term care facilities are subject to:
The Oregon Structural Specialty Code from the State of Oregon
Building Codes Division governs the
construction, reconstruction, alteration and repair of buildings
and other structures and the installation of
mechanical devices or equipment in those structures, and
requires correction of unsafe conditions
7. caused by earthquakes in existing buildings to establish uniform
performance standards to safeguard the
health, safety, welfare, comfort and security of individuals who
occupy or use those buildings and also
encourages maximum energy conservation.
The National Fire Protection (NFPA) 101 Life Safety Code
(LSC) 2012 Edition which are a set of fire
protection requirements designed to provide a reasonable degree
of safety from fire. It covers
construction, protection, and operational features designed to
provide safety from fire, smoke, and panic.
The Centers for Medicare & Medicaid Services adopted this
code effective July 5, 2016 and will begin
surveying for compliance based on this standard on November
1, 2016.
Additional information about the implementation of the NFPA
101 LSC 2012 Edition (pdf)
The NFPA 99 Health Care Facilities Code (HCFC) 2012 Edition
which is a set of requirements to minimize
the hazards of fire, explosion and electricity associated with
health facilities, material, equipment and
appliances including medical gas and vacuum systems. The
Centers for Medicare & Medicaid Services
adopted this code effective July 5, 2016 and will begin
surveying for compliance based on this standard
on November 1, 2016.
Additional information about the implementation of the NFPA
99 HCFC 2012 Edition (pdf)
The Policy & Memos to States and Regions from the Center for
Medicare & Medicaid Services provide
guidance, clarification and instructions regarding CMS
regulations.
Facility-specific operational regulations found on the acute-care
Survey and Certification page and the
long-term care g Safety, Oversight and Quality Unit page.
8. Plan Review Fees
Fee Schedule (pdf)
PR-1 Form (pdf)
Waivers
If you would like to request an exception to an Oregon
Administrative Rule requirement please complete and
submit:
Acute Care Facility Waiver Request (pdf)
Assisted Living Facility & Residential Care Facility Waiver
Request (pdf)
Nursing Home / Skilled Nursing Facility Waiver Request (pdf)
Who We Serve and the Rules that Govern Them
OHA Regulated Acute Care Facilities
AMBULATORY SURGICAL CENTERS (ASC)
Specialize in providing surgery, pain management, and some
diagnostic services in an outpatient setting.
Rules Governing ASC Design and
Construction
Oregon
Administrative Rules
Chapter 333
Division 76, Rule 0185
Oregon FGI
Amendments
9. Slipsheets
Outpatient Amendments Slipsheets (pdf)
OAR Tables Table 1 (OAR 333-076-0185) (pdf)
Ventilation requirements for ASCs
Table 2 (OAR 333-076-0185) (pdf)
Filter efficiencies for ventilation systems
in ASCs
Table 3 (OAR 333-076-0185) (pdf)
Station outlet/inlets for oxygen, vacuum
and
medical air systems in ASCs
Table 4 (OAR 333-076-0185) (pdf)
Receptacle requirements per area
Table 5 (OAR 333-076-0185) (pdf)
Location of nurse call devices
Information for ASCs Inspection Checklist (pdf)
Rule Template (pdf)
Please Note: FPS is in the process of adopting the 2018 edition
of FGI, with Oregon amendments. As of
February 2019, ASC, ESC, and SICF built environment rules
have adopted FGI. Once updated content is
available for release, these resource documents will be replaced.
ASC operations are licensed and regulated by the Oregon Health
Authority.
For further information or to request a project license call (971)
673-0540 or email
[email protected]
BIRTHING CENTERS (BC)
Non-hospital settings where childbirth is planned and occurs
away from a private residence. These facilities
10. must be licensed and approved by the State to provide care.
Rules Governing BC Design and
Construction
Oregon
Administrative
Rules Chapter 333
Division 76
Information for BCs Inspection Checklist (pdf)
Rule Template (pdf)
BC operations are licensed and regulated by the Oregon Health
Authority.
For further information or to request a project license call (971)
673-0540 or email
[email protected]
END-STAGE RENAL DISEASE TREATMENT FACILITIES
(ESRD) / OUTPATIENT
RENAL DIALYSIS FACILITIES (ORDF)
Provide outpatient renal dialysis services using machines that
act as artificial kidneys by removing waste from
blood and removing excess fluids from the body when kidney
failure or disease prevents the kidneys from
doing so.
Rules Governing ESRD / ORDF Design
and Construction
Oregon
Administrative
Rules Chapter 333
11. Division 700, Rule 120
Oregon FGI
Amendments
Slipsheets
Outpatient Amendments Slipsheets (pdf)
Information for ESRDs / ORDFs Inspection Checklist (pdf)
Rule Template (pdf)
ESRD / ORDF operations are licensed and regulated by the
Oregon Health Authority.
For further information or to request a project license call (971)
673-0540 or email
[email protected]
EXTENDED STAY CENTERS (ESC)
Provide post-surgical and post-diagnostic medical and nursing
services to patients recovering from surgical
procedures performed in an affiliated Ambulatory Surgical
Center (ASC).
Rules Governing ESC / Design
and Construction
Oregon
Administrative Rules
Chapter 333
Division 76, Rule 1050, and
Division 675
Oregon FGI
Amendments
Slipsheets
12. Inpatient Amendments Slipsheets (pdf)
Outpatient Amendments Slipsheets (pdf)
OAR Appendix Appendix 1 (OAR 333-076-1050)
Physical Environment Requirements for Extended Stay Centers
Information for ESRDs / ORDFs Coming Soon!
Please Note: FPS is in the process of adopting the 2018 edition
of FGI, with Oregon amendments. As of
February 2019, ASC, ESC, and SICF built environment rules
have adopted FGI. Once updated content is
available for release, these resource documents will be replaced.
ESC operations are licensed and regulated by the Oregon Health
Authority.
For further information or to request a project license call (971)
673-0540 or email
[email protected]
HOSPITALS
Provide medical and surgical treatment and nursing care for sick
or injured people. Within this category are
several types of hospitals (pdf).
Rules Governing Hospital Design and
Construction
Oregon
Administrative Rules
Chapter 333
Division 535
Oregon FGI
13. Amendments
Slipsheets
Inpatient Amendments Slipsheets (pdf)
Outpatient Amendments Slipsheets (pdf)
Residential Care Amendments Slipsheets
(pdf)
OAR Tables Table 1 (OAR 333-535-0270) (pdf)
Sound transmission limitations in General
Hospitals
Table 2 (OAR 333-535-0300) (pdf)
Ventilation requirements for Hospital
areas affecting
patient care
Table 3 (OAR 333-535-0300) (pdf)
Filter efficiencies for ventilation and air
condition
systems in General Hospitals
Table 4 (OAR 333-535-0300) (pdf)
Hot water use (design temperature)
Table 5 (OAR 333-535-0300) (pdf)
Station outlets for oxygen, vacuum and
medical air systems
Table 6 (OAR 333-535-0310) (pdf)
Electrical requirements
Pre-2018 FGI Standards for Hospitals
Hospital operations are licensed and regulated by the Oregon
Health Authority.
For further information or to request a project license call (971)
673-0540 or email
[email protected]
SPECIAL INPATIENT CARE FACILITIES (SICF)
14. Provide inpatient care in specialized settings such as
rehabilitation centers, college infirmaries, chiropractic
facilities, freestanding hospice facilities and others.
Rules Governing SICF Design and
Construction
Oregon
Administrative
Rules Chapter 333
Division 71, Rule 0105
Oregon FGI
Amendments
Slipsheets
Inpatient Amendments Slipsheets (pdf)
Residential Care Amendments Slipsheets
(pdf)
Information for SICFs Inspection Checklist (pdf)
Rule Template (pdf)
Please Note: FPS is in the process of adopting the 2018 edition
of FGI, with Oregon amendments. As of
February 2019, ASC, ESC, and SICF built environment rules
have adopted FGI. Once updated content is
available for release, these resource documents will be replaced.
SICF operations are licensed and regulated by the Oregon
Health Authority.
For further information or to request a project license call (971)
673-0540 or email
[email protected]
DHS Regulated Long-Term Care Facilities
15. ASSISTED LIVING FACILITIES (ALF)
Offer housing in private units or apartments to individuals who
need assistance with daily living activities.
Facilities provide personal care services, 24-hour supervision
and assistance, health-related services and social
activities.
Rules Governing ALF Design and
Construction
Oregon
Administrative
Rules Chapter 411
Division 54, Rule 0300
Information for ALFs Inspection Checklist (pdf)
Rule Template (pdf)
ALF operations are licensed and regulated by the Department of
Human Services.
For further information or to request a project license call (503)
373-2130 or email [email protected]
MEMORY CARE COMMUNITIES (MCC)
Assisted Living Facilities or Residential Care Facilities with an
endorsement to offer short and long-term
housing and nursing care to individuals with Alzheimer's
disease, dementia and other types of memory
problems. Residents may also have other chronic illnesses and
disabilities.
Rules Governing MCC Design and
Construction
16. Oregon
Administrative
Rules Chapter 411
Division 57, Rule 0170
OAR Tables Table 2 (OAR 411-057-0170) (pdf)
Light Levels for Memory Care
Communities
Information for MCCs Inspection Checklist - Assisted Living
Facility Memory Care
Community (pdf)
Inspection Checklist - Residential Care Facility Memory Care
Community (pdf)
Inspection Checklist - Memory Care Community (pdf)
Rule Template - Memory Care Community (pdf)
MCC operations are licensed and regulated by the Department
of Human Services.
For further information or to request a project license call (503)
373-2130 or email [email protected]
NURSING HOMES (NH) / SKILLED NURSING FACILITIES
(SNF)
Offer short and long-term housing and nursing care to
individuals with chronic illnesses or disabilities.
Rules Governing NH / SNF Design and
Construction
Oregon
Administrative
Rules Chapter 411
17. Division 87
OAR Tables Table 87-1 (pdf)
Sound transmission limitations in nursing
facilities
Table 87-2 (pdf)
Pressure relationships and ventilation in
nursing facilities
Table 87-3 (pdf)
Filter efficiencies for central ventilation
and air condition systems in nursing
facilities
Table 87-4 (pdf)
Nursing facility lighting intensity
Information for NHs / SNFs Inspection Checklist (pdf)
Rule Template (pdf)
NH / SNF operations are licensed and regulated by the
Department of Human Services.
For further information or to request a project license call (503)
373-2185 or email [email protected]
RESIDENTIAL CARE FACILITIES (RCF)
Offer housing in shared or private rooms to individuals who
need assistance with daily living activities. Facilities
provide personal care services, 24-hour supervision and
assistance, health-related services and social
activities.
Rules Governing RCF Design and
Construction
Oregon
Administrative
Rules Chapter 411
18. Division 54, Rule 0200
Information for RCFs Inspection Checklist (pdf)
Rule Template (pdf)
RCF operations are licensed and regulated by the Department of
Human Services.
For further information or to request a project license call (503)
373-2130 or email [email protected]
Please contact [email protected] if you would like additional
information.
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23. Sensitivity: Medium
Bibliography: Consider text
Citation detection: Reduce PlagLevel
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A leader can be defined as a person who holds a superior
position in a business and
[0]
has a certain degree of control over others. Normally, a leader
provides knowledge,
[0]
information, and methods that lead to the fulfillment of a
vision, and others or
rather employees follow them willingly. In my opinion, leader s
possess captivating
[0]
personalities and are focused on ensuring that the people
surrounding them have
understood the vision and have embraced it.
For one to be a successful leader, they must have good listening
skills, sound
[0]
24. judgment, the ability to take note of the most important things,
broad knowledge,
and a good education. Moreover, a good leader must also
possess a certain type of
[0]
behavioral leadership style. This paper is going to look at Herb
Kelleher, who was
[0]
a former leader of Southwest Airlines, and go into details about
his leadership
style.
Southwest Airlines is a successful airline based at Love Field in
Dallas. It began
[0] [0]
operations in 1971 with many challenges from its competitors in
the industry.
However, Herb Kelleher, the CEO then and founder, and his
workforce seem to have
[0]
steered the company through the tough industry to be one of the
most successful
airlines in the country (Starkman & Webber, 1995). Because of
this, Kelleher is
[0]
considered to have been one of the very successful CEOs of
their time, and this
fact can be backed by the various honors he received. He
seemed to have put a lot
25. [0]
of his effort into making sure his workforce was well taken care
of and well-
motivated for the success of the airline. Unfortunately, Kelleher
died this year in
[0]
January (20 Reasons why Herb Kelleher Was One of the Most
Beloved Leaders of Our
Time).
When it comes to what type of behavioral leadership style that
Kelleher practiced,
[0]
one can say that he was people-oriented. A people-oriented
leadership style is
appropriate in the case of Kelleher since they ensure to form
meaningful
relationships with all employees regardless of their positions.
The man was well
[0]
known for his core value of doing good to others. He not only
focused on his
[0]
customers but also cared for his employees. In this way, it was
possible to improve
productivity in the work environment after all employees
realized that they were
valued. While running the company, Kelleher was able to stay
in touch with
26. [0]
employees via effective communication, which enabled him to
know what was going on.
He was able to solve a problem where there was one.
[0]
In addition, Kelleher was quoted saying that fun is a stimulant
to people and that
[0]
workers should not sacrifice their individuality to work for
Southwest airlines.
This clearly shows how he was people-oriented since he cared
about employees'
[0]
personal needs, and he strongly felt that no one should lose
their personality
while working for the airline. Kelleher could influence positive
relationships
among employees by ensuring they understood the value of
work cohesion that
ultimately causes a deep difference in the company (Miron,
2019). Employees found
it easy to improve their working conditions since Kelleher was
an approachable
leader who was always ready to support his employees'
expectations. He always said
hello to his employees, and this quality fostered an appreciative
working
environment.
Kelleher also advocated for a family spirit within the company.
For instance, he
[0] [0]
27. championed a voluntary catastrophe fund which raised half a
million dollars to be
distributed to other employees of Southwest who required the
help. Kelleher also
[0]
encouraged his employees to go the extra mile when dealing
with customers. He
[0]
believed that by treating his employees right, they would, in
turn, provide
exceptional services to the airline's clients. One of his quotes is
that "If the
[0] [0]
employees come first, then they're happy… A motivated
employee treats the customer
well. The customer is happy, so they keep coming back, which
pleases the
[0]
shareholders. It's not one of the enduring Green mysteries of all
time, and it is
[0]
just the way it works” (Gaille, 2013). All this promotes
Kelleher's social
responsibility that integrates top-notch management.
The path-goal leadership theory can be described as a theory
whose foundation is
[0]
28. based on specifying a leader's style or behavior that best fits
their employees and
the work environment to ensure the attainment of expected
goals. In this way, a
[0]
leader works with an employee to set certain goals and then
motivates the employee
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30. the attainment of
the goal. Kelleher's leadership is connected to the path-goal
theory of leadership
[0]
since a leader's behavior gets affected by employees' level of
satisfaction and
motivation in the work environment (Sherman, 2021). In this
way, Kelleher treated
his employees fairly, and there was a positive reception in their
entire company.
Kelleher encouraged people to keep their personalities and not
lose them as they
[0]
work, which correlates with the path-goal leadership theory. He
believed that
[0]
individualities could not be changed, but rather leadership and
management could be
taught. Therefore, based on an individual's personality, the
person can be trained
[0]
for the position they would best fit in the organization and then
work towards
making the company better. I think this is very motivating
because an individual
[0]
gets to work somewhere they fit, thus achieving the set goals.
Since Kelleher motivated his employees to take Southwest
31. Airlines to higher levels
[0]
and worked with them to achieve that, I would describe him as
more of a
transformational leader than transactional. Many people would
say that Kelleher was
[0]
a servant leader since he always put his employees first then his
customers.
Transformation leadership is more applicable since it involves
individual
consideration of employees' needs and the possibility of
ensuring intellectual
stimulation (Cherry, 2020). Kelleher integrates all these
qualities since he would
[0]
always communicate with his employees, and this led to the
exchange of ideas that
helped the airline to grow and increase customer satisfaction.
Therefore, Kelleher
[0]
was a transformational leader since he made strategic decisions
with support from
his people, thus the success of the airline.
After analysis of all the diverse qualities, it is evident Kelleher
is an effective
leader who ensures all events in the company are connected to
stakeholders'
expectations. Working with employees ensured quality resource
32. allocation and
division of duties by learning areas where employees would fit.
He was able to
[0]
create a clear vision and influence his employees through good
communication, thus
gaining support. Understanding employees thought processes
also allowed Kelleher to
influence them to change after offering suitable ideas and
responses to employees'
problems.
Kelleher was able to create a certain calling that provided
inspiration to his
[0]
employees, he made them feel appreciated and cared for, and
this made them strive
towards accomplishing their goals. There are valid connections
of Kelleher's
leadership style to employee productivity, and thus no concepts
of leadership can
get improved in his case. His was already a pinnacle of success
whose leadership
style should get studied by other leaders who aim to appreciate
their employees and
thus increase major profitability. As accomplished and
successful as the man was,
[0]
it is very difficult to find any fault with his leadership. He was
a great leader
[0]
33. that helped his employees achieve a lot.
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Wilson 2
Wilson 2
34. Herb Kelleher
Sharonda Wilson
Linda Hoffman
Indiana Tech
Herb Kelleher
A leader can be defined as a person who holds a superior
position in a business and has a certain degree of control over
others. Normally, a leader provides knowledge, information,
and methods that lead to the fulfillment of a vision and others
or rather employees follow him or her willingly. In my opinion,
leaders possess captivating personalities and are focused on
ensuring that people surrounding them have understood the
vision and have embraced it.
For one to be a successful leader, he or she must have good
listening skills, sound judgment, ability to take note of the most
important things, broad knowledge, and a good education.
Moreover, a good leader must also possess a certain type of
behavioral leadership style. This paper is going to look at Herb
Kelleher who was a former leader of Southwest Airlines and go
into details about his leadership style.
Southwest Airlines is a successful airline based at Love Field in
Dallas. It began operations in 1971 with a lot of challenges
from its competitors in the industry. However, Herb Kelleher,
the CEO then and founder, together with his workforce seem to
have steered the company through the tough industry to be one
of the most successful airlines in the country (Starkman &
Webber, 1995). Because of this, Kelleher is considered to have
been one of the very successful CEOs of their time and this fact
can be backed by the various honors he received. He seemed to
have put a lot of his effort in making sure his workforce was
35. well taken care of and well-motivated for the success of the
airline. Unfortunately, Kelleher died this year on January (20
Reasons why Herb Kelleher Was One of the Most Beloved
Leaders of Our Time).
When it comes to what type of behavioral leadership style that
Kelleher practiced, one can say that he was people-oriented.
The man was well known for his core value of doing good to
others, he not only focused on his customers but also cared for
his employees. While running the company, Kelleher was able
to stay in touch with employees via effective communication
and this enabled him to know what was going on and he was
able to solve a problem where there was one. In addition,
Kelleher was quoted saying that fun is a stimulant to people and
that workers should not sacrifice their individuality to work for
Southwest airlines. This clearly shows how he was people-
oriented since he really cared about people’s individualities and
he strongly felt that no one should lose their personality while
working for the airline.
Kelleher also advocated for a family spirit within the company.
For instance, he championed for a voluntary catastrophe fund
which raised half a million dollars to be distributed to other
employees of Southwest who required the help. Kelleher also
encouraged his employees to go an extra mile when dealing with
customers. He believed that by treating his employees’ right,
they would in turn provide exceptional services to the airline’s
clients. Actually, one of his quotes is that “If the employees
come first, then they’re happy, … A motivated employee treats
the customer well. The customer is happy, so they keep coming
back, which pleases the shareholders. It’s not one of the
enduring Green mysteries of all time, it is just the way it
works” (Gaille, 2013).
The path-goal theory of leadership can be described as a theory
whose foundation is based on specifying a leader’s style or
behavior that best fits his or her employees and the work
environment in order to reach goals and objectives. This
basically means that a leader works an employee to set certain
36. goals and then motivates the employee and helps him or her to
solve any obstacles that might arise and hinder the attainment of
the goal.
Comparing Kelleher’s leadership style with the path-goal theory
of leadership, it is clear that he fits into this theory. One of the
things that show this is that first and foremost, Kelleher
encouraged people to keep their personalities and not lose them
as they work. He believed that individualities could not be
changed but rather leadership and management could be taught.
Therefore, based on an individual’s personalities, the person
can be trained for the position that they would best fit in the
organization and then work towards making the company better.
I think this is very motivating because an individual gets to
work somewhere, he or she really fits thus achieving the goals
that are set.
Considering the fact that Kelleher motivated his employees to
take Southwest Airlines to higher levels and worked with them
to achieve that, I would describe him as more of a
transformational leader than transactional. Many people would
say that Kelleher was a servant leader since he always put his
employees first then his customers. During his time as a leader
he would communicate with his employees something that gave
birth to the exchange of ideas that helped the airline to grow
and increase customer satisfaction. Therefore, Kelleher was a
transformational leader since he made strategic decisions with
support from his people thus the success of the airline.
Kelleher was an effective leader in that he was able to create a
clear vision and influence his employees through good
communication thus gaining support. He has also been able to
create a certain calling that provided inspiration to his
employees, he made them feel appreciated and cared for and
this made them strive towards accomplishing their goals. As
accomplished and successful as the man was, it is very difficult
to find any fault with his leadership. He was a great leader that
helped his employees achieve a lot.
37. References
“20 Reasons why Herb Kelleher Was One of the Most Beloved
Leaders of Our Time.” (2019). Forbes. Retrieved from
https://www.forbes.com/sites/kevinandjackiefreiberg/2019/01/0
4/20-reasons-why-herb-kelleher-was-one-of-the-most-beloved-
leaders-of-our-time/#1e889f38b311
Gaille, B. (2013). Southwest Airline’s Herb Kelleher’s
Leadership Style. BrandonGaille. Retrieved from
https://brandongaille.com/southwest-airlines-herb-kellehers-
leadership-style/
Starkman, J. E., and Webber, P. (1995). Southwest Airlines (A):
Leland Stanford Junior University
McShane, S., & Von Glinow, M. (2015). Organizational
Behavior (7th ed.). McGraw-Hill. ISBN: 10: 0077862589
