Introduction Organizations must establish, endorse, and embrace measures, which respond to internal and external business challenges. This paper discusses Emirates Airlines as an organization based in United Arab Emirates (UAE) with worldwide publicity. The company makes flights globally and survives among the best airlines in the realms of operations, services, expansion, creativity, innovation, customer focus, management, and leadership skills. Concurrently, the company, through its leadership, has adopted numerous approaches in order to tackle both external and internal challenges since its inception in 1985 (Graham, 2010). The discussion regarding this topic hase been supported by relevant management and leadership theories on various contexts and concepts. This ranges from the definition of emerging issues to the impacts of technology within the organization. Evidently, airline venture is a rapidly growing industry with stringent competition among its players. This requires involved organizations to formulate, ratify, and nurture strategies that would allow them to capture considerable market shares, stay buoyant in the market, and compete favourable with other players. This has been the mandate of Emirates Airlines with respect to its management, growth, customer focus, and response to both internal and external challenges. As noted before, its management and leadership have hatched varying methods/approaches to respond to, manage, and counter challenging issues. Defining emerging issues, challenges, and approaches There are numerous issues that have forced the Emirates management to adopt various managerial strategies to stay competitive within the industry. Notably, one of the issues that have forced the management to react swiftly is competition within the industry. Competition is an external factor, which must be handled by internal approaches. The company must restructure its internal provisions in order to respond to stringent external challenges. To handle this matter, the management has decided to provide competitive services to their clients. Additionally, the company has increased its operational capacity and worldwide destinations in the recent past to serve the increasing number of clients. This was meant to capture additional customers, create avenues for expansion, give additional services, and add competitive advantages. The management schemes to improve its services, offer flexible flight schedules, gives provisions for return tickets, buy more capacious planes, embrace technology, and refurbish Terminal 3, which is their main flight station in Dubai. These approaches by the management and leadership of Emirates have allowed the company to realize global visibility, increase its activities, and augment its revenues. Evidently, competition is a critical phenomenon in every industry. It requires tactical approaches like the ones enacted by emirates to storm the airline industry. Changing the operational cultures to respond to the emerging external and internal challenges within the company remains critical. Concurrently, competition is both a short-term and long-term challenge that must be handled with promptness and precision. Em