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lot as to what the best action would be to ensure a safe outcome for the flight

2.4.3 Openness to experience (creative, curious): Sullenberger's past history as a aviation accident consultant, a glider pilot and a instructor in human dynamics in aviation all helped him to make the right decision needed for a safe outcome.

2.3.4 Agreeableness (trusting & nurturing): This was demonstrated by the fact he let his co-pilot run through the engine relight checklist so he could try and attempt to restore engine power, so in the worst case he would be able to fly the aircraft back to the airport on one engine if they got it restarted.

2.3.5 Conscientiousness (organised & dependable): He demonstrated this due to his past employment as a instructor pilot in US airways, which consisted of duties such as testing pilots skills in the simulator and in the aircraft. He was also widely recognised by his peers as an excellent pilot and faithful servant of the aviation industry.

'Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.' (Ljubo V. and Sutherland, 2010)

'The successful outcome was achieved by the actions of many. Lives were saved due to the experience of a well trained crew' (Sullenberger C, 2009). The above two quotes sum up perfectly the Captain and crew of US air flight 1549 in a nutshell.

Improvements to Case Study 1 based on learnt theories
In light of the accident on the Hudson River, the industry has learnt that they must keep up to date with aircrew training and cabin crew training and the training must be based on one of the most impressive training improvements, 'Recommendations for new engine certification procedures, emergency checklists, aircraft equipage and pilot training' (Croft J 2010).

From a leadership point of view the US Government regulator for aviation (FAA) and Airbus, were each criticized for not mandating ditching training in the flight simulator, tougher engine bird strike certification, proper pilot checklists. From a cabin crew point of view deficiencies existed in briefing of passengers and also lack of standardization of equipment in the US airways fleet (some aircraft had life rafts some did not) at the time FAA did not mandate use of life raft on non overwater flights.

Apart from the Government leadership issues one of the positives from a leadership point of view was that, the captain turned on the mini jet engine so he could maintain control over the aircraft in the final minutes of the flight. However the negatives of the leadership where he failed to press the ditching button to close the valves so water would not flood the aircraft (but this is a limitation of the human mind in reaction to a rare and stressful situation).

Another finding is the fact that, the industry was ill prepared to know how to ditch in water. From a communication and leadership point of view, the question asks 'What should be done differently as a result of this learning'. In my research and opinion from this accident backed up with our theory from the course, they perform a magnificent job of handling the situation from a classic leadership and communication text book point of view and could in the future be a excellent case to study for future generations of leaders in the World.