Management & Technology
The job of the airport CEO is complex with responsibility for the security and safety of a large and dynamic facility and, yet the FAA does not have regulatory qualification and performance standards for the position. The purpose of this qualitative multi-case study was to explore the primary attributes that could be the leading indicators in the event national standards for the hiring of airport CEOs are pursued at major commercial airports. The guiding conceptual framework of the study was to combine competency with the concept of training and development. Airport CEOs from six airport facilities were interviewed, and an additional 13 airport CEOs were surveyed during the study. The benchmarks to participate in the study was that the participants were the current CEOs of a major commercial airport and that the airport accounted for at least 0.05 of a percent of all passengers embarking on a flight in the U.S. Data analysis was utilized to establish the themes from the data collection. There are 133 major commercial airports that handle 96% of all passenger traffic operations in the United States. There are 30 large, 31 medium, and 72 small hubs. The study participants represented 14% of the nation’s major commercial airports. The results attained indicated the decentralized hiring practices at nations’ major commercial airports. The findings identified the significance of industry knowledge, communication skills, and political astuteness as the leading indicators in the event national standards for the hiring of airport CEOs are pursued at major commercial airports. Additional future research is recommended.
Northcentral University School of Business
La Jolla, CA
Number of Pages
Scholarly Commons Citation
Mazza, M. (2020). Airport CEOs and the Decentralized System of Airports: A Case Study. , (). Retrieved from https://commons.erau.edu/publication/1401