February 2, 1998, Lance Gokongwei, 31-year-old chief executive officer of Cebu Pacific Air (Cebu), found out that the flight 5J-387 from Manila to Cagayan de Oro failed to arrive at its destination on schedule, and is believed to , missing. The airline was barely three years old and just beginning to gain a significant market presence in the Philippine domestic airline industry. (A) describes the case of information Gokongwei was at the time. In subsequent cases (labeled (B), (C) and (D) describe the events that followed the tragic loss of flight 5J-387. Cebu Pacific in transparency with the media, full cooperation with the government request, assistance to victims' families on a personal level and a willingness to face their obligations received sympathy and trust of the public. Once the government substantiated airlines, citing security concerns. Statements were published in national newspapers, who expressed confidence in the airworthiness of Cebu Pacific, and disapproval for the suspension of the airline. More importantly, CEO Lance Gokongwei, received encouragement and support from their staff through their volunteer efforts during natural disasters and letters of support, and hundreds took unpaid leave. This case study provides an international dimension of leadership. material makes it possible to challenge students to explore leadership issues and present recommendations to the the context of the cultural and economic environment is different from the United States. "Hide
by Gerry Yemen, Erika H. James, Marie-Grace U. Ngo Source: Darden School of Business 2 pages. Publication Date: December 23, 2002. Prod. # : UV3223-PDF-ENG
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