Video Transcript:

>> A private jet is an American CEOs perk, but not the CEO of Japan Airlines. He comes to work on the city bus. Haruka Nishimatsu knocked down his office walls so anyone can walk in. He buys his suits at a discount store, because a boss who wears Armani puts himself at arm's length from his people.

[ Speaking Foreign Language ]

"If management is distant, up in the clouds, people just wait for orders," he told us. "I want my people to think for themselves." And meeting his people means popping into planes, chatting with flight attendants, even sorting the newspapers.

>>I'd like to just find what is going on.

>> What's going on?

>> Well, at the front line.

>> All CEOs say that service is important, but Nishimatsu goes a step beyond. He says that if you're having a bad experience, don't get angry with the people you're dealing with, blame the person in charge. The person in charge here walks the walk. Look up and there's the boss. Got an idea? Catch him at lunch in the company cafeteria. His salary for running the world's tenth largest airline not millions, but one year as low as $90,000; when he was forced to cut salaries for everyone else, he also cut his own.

[ Speaking Foreign Language ]

"My wife said, 'What?'" To him, a leader shares the economic pain.

[ Speaking Foreign Language ]

"I feel close to him," says flight attendant Akiko Isobe [assumed spelling]. "It's encouraging." These days all airlines are struggling. Even at reliably profitable Southwest, it's time to tighten belts.

>> It will not work if leaders treat themselves one way and their employees another way. Nishimatsu says a CEO doesn't motivate by how many millions he makes, but by convincing employees you're all together in the same boat-- a spirit that could help survive the current economic storm.

Haruka Nishimatsu, the Japan Airlines CEO, has been described as encouraging, humble, and wanting to be close to the people. He also builds teams and wants his workers to think for themselves. What type of leader is Haruka Nishimatsu?

a.Dominating

b.Democratic

c.Transformative

d.Inspirational

How did Nishimatsu "walk the walk" of being close to his employees during Japan Airlines' financial crisis?

a.Cutting his salary

b.Taking employees out to weekly lunches

c.Not taking a salary increase

d.Not using the corporate jet until after the crisis was over

Japan Airlines had to "survive the current economic storm" in 2009. From the video, what is a factor of Japan Airlines' structure you would recommend?

a.A company willing to buyout Japan Airlines

b.A Board of Directors who is easily convinced to approve Haruka Nishimatsu's actions

c.Homogeneous top management team

d.CEO duality

The quotes, "I feel close to him, it's encouraging" and, "All together in the same boat", indicate that the Japan Airlines CEO is focusing on what?

a.Social capital

b.Long-term corporate strategy

c.Efficiency

d.Increasing profits

The Japan Airlines CEO's behavior has been unordinary according to usual industry practices. He doesn't have a corporate jet, as many CEO's do. He also knocked down his office walls and takes a bus to work. What device is Haruka Nishimatsu trying to exemplify and mold?

a.Work ethic

b.Corporate governance

c.Environmental awareness

d.Organizational culture

The airline industry has been in a steady decline since 2008. There has been less leisure travel and less travel for business due to technological advances. Haruka Nishimatsu was able to navigate through the economic turmoil. What may have happened if Haruka Nishimatsu was not CEO at the time and there was a less transformational leader?

a.More employee motivation, more success

b.There would not have been a difference as CEOs do not have a lot of influence

c.Less employee motivation, leading to less chances of success

d.Better decisions due to a more heterogeneous leadership team