These two attributes of leadership would later support the success of Apollo 13 (U.S. Army Training and Doctrine Command, 2012). Lovell and his crew trained rigorously for the mission and continued working essential maneuvers until they were perfect. When the flight surgeon quarantined his pilot due to a possible measles contraction, Lovell chose to continue the mission with the backup pilot. He placed the safety of the mission above his personal desire to keep the original pilot. After the explosion on Apollo 13, James Lovell put his trust in the leadership of Houston ground control. Lovell understood that leadership meant working as a team throughout all levels of an organization. Lovell noted that, "Leadership has to flow all the way through the organization, because that is the glue that forms teamwork (Wallace, 2006)." Long before Apollo 13, James Lovell had numerous achievements that would leave a lasting legacy. History does not remember him for this. James Lovell’s most memorable leadership attributes were his presence and resilience (U.S. Army Training and Doctrine Command, 2012). A few days into Apollo 13’s mission, one of the liquid oxygen tanks exploded and the crew did not have enough oxygen or electricity to complete the mission (Demangone, 2012). After the explosion, Lovell’s first thought was how to fix the problem and get home. He began to work the problem with ground control (Ghosh, 2010). The crew needed to correct their course using engines not designed for that type of maneuver. Lovell completed a five minute burn using only the sun as a point of navigational alignment. The crew had not slept or eaten in more than 36 hours and the temperature in the spacecraft was 38 degrees Fahrenheit. James Lovell’s resiliency allowed him to
These two attributes of leadership would later support the success of Apollo 13 (U.S. Army Training and Doctrine Command, 2012). Lovell and his crew trained rigorously for the mission and continued working essential maneuvers until they were perfect. When the flight surgeon quarantined his pilot due to a possible measles contraction, Lovell chose to continue the mission with the backup pilot. He placed the safety of the mission above his personal desire to keep the original pilot. After the explosion on Apollo 13, James Lovell put his trust in the leadership of Houston ground control. Lovell understood that leadership meant working as a team throughout all levels of an organization. Lovell noted that, "Leadership has to flow all the way through the organization, because that is the glue that forms teamwork (Wallace, 2006)." Long before Apollo 13, James Lovell had numerous achievements that would leave a lasting legacy. History does not remember him for this. James Lovell’s most memorable leadership attributes were his presence and resilience (U.S. Army Training and Doctrine Command, 2012). A few days into Apollo 13’s mission, one of the liquid oxygen tanks exploded and the crew did not have enough oxygen or electricity to complete the mission (Demangone, 2012). After the explosion, Lovell’s first thought was how to fix the problem and get home. He began to work the problem with ground control (Ghosh, 2010). The crew needed to correct their course using engines not designed for that type of maneuver. Lovell completed a five minute burn using only the sun as a point of navigational alignment. The crew had not slept or eaten in more than 36 hours and the temperature in the spacecraft was 38 degrees Fahrenheit. James Lovell’s resiliency allowed him to