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Leadership Presentation

 

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Leadership

Foundation of Army Leadership Doctrine

What a Leader Must Be

Officer and NCO Relationships

Developmental Leadership Assessment

Oath of Enlistment

Foundation of Army Leadership

Factors of Leadership

the Led

the Leader

the Situation

Communication

Principles of Leadership

Foundation of Army Leadership
The Led

Correct assessment by the leader of the soldiers being led

Subordinates competence

Subordinates motivation

Subordinates commitment

Proper leadership actions taken at the correct time

Foundation of Army Leadership
The Led (cont.)

The leader must create a climate that encourages subordinates active participation to accomplish the mission

Key ingredients to develop this are:

Mutual Trust

Respect

Confidence

Foundation of Army Leadership
The Leader

Honest understanding of yourself

who you are

what you know

what you can do

Knowledge of:

strengths, weaknesses

capabilities, limitations

Foundation of Army Leadership
The Situation

All situations are different

Leadership actions which work in one situation may not work in another

Consider available resources and factors of METT-T (Mission, Enemy, Terrain, Troops-Time and weather)

Foundation of Army Leadership
Communications

"The exchange of information and ideas from one person to another."

Effective communication = others understand exactly what you are trying to tell them AND when you understand precisely what they are trying to tell you

Foundation of Army Leadership
Communications (cont.)

The Leader must recognize that you communicate standards by your example an by what behaviors you ignore, reward, and punish.

Effective communication implies that your soldiers listen and understand you, the leader.

Principles of Leadership

Know yourself and seek self improvement

Be technically and tactically proficient

Seek responsibility and take responsibility for your actions

Make sound and timely decisions

Set the example

Keep your subordinates informed

Principles of Leadership (cont.)

Know your soldiers and look out for their well-being

Develop a sense of responsibility in your subordinates

Ensure the task is understood, supervised, and accomplished

Build the team

Employ your unit in accordance with its capabilities

What a Leader Must Be

Beliefs

Assumptions or convictions you hold as true about some thing, concept, or person

People generally behave in accord with their beliefs

Values

Attitudes about the worth or importance of people, concepts or things

Values will influence your priorities; the stronger values are what you put first, defend most, and want least to give up

What a Leader Must Be (cont.)

Individual values all soldiers are expected to possess are:

Courage (Physical and Moral)

Physical courage is overcoming fears of bodily harm and doing your duty

Moral courage is standing firm on your values, your moral principles, and your convictions

Candor is being frank, open, honest, and sincere with your soldiers, seniors, and peers. Also called personal integrity

What a Leader Must Be (cont.)

Competence is proficiency in required professional knowledge, judgement, and skills

Commitment means the dedication to carry out all unit missions and to serve the values of the country, the Army and the unit

Norms

Formal such as UCMJ, and Geneva Convention

Informal norms are unwritten rules or standards

What a Leader Must Be (cont.)

Character

Describes a person's inner strength and is the link between values and behaviors

A soldier of character does what he believes is right regardless of the danger or circumstances

What a Leader Must Be (cont.)

Soldiers want to be led by leaders who provide strength, inspiration, and guidance and will help them become winners. Whether or not they are willing to trust their lives to a leader depends on their assessment of that leader's courage, competence, and commitment.

The Professional Army Ethic

Loyalty to the Nation, the Army and the Unit

Support and defend the Constitution

Duty

The legal or moral obligation to do what should be done without being told to do it

Accomplishing all assigned tasks to the fullest of your ability

The Professional Army Ethic (cont.)

Selfless Service

Put the nation's welfare and mission accomplishment ahead of the personnal safety of you and your troops

As a leader, you must be the greatest servant in your unit. Your rank and position are not personal rewards. You earn them so that you can serve your subordinates, your unit, and your nation

Integrity

Being honest and upright, avoiding deception, and living the values you suggest for your subordinates

Ethical Responsibilities

Ethics are principles or standards that guide professionals to do the moral or right thing

Leaders have three general ethical responsibilities:

Be a role model

Your actions must be more than your words

You must be willing to do what you require of your soldiers and share the dangers and hardships

Ethical Responsibilities (cont.)

Develop your subordinates ethically

You develop subordinates by personal contact and by teaching them how to reason clearly about ethical matters

Avoid creating ethical dilemmas for your subordinates

"I don't care how you get it done - just do it!"

"There's no excuse for failure!"

"Setting goals that are impossible to reach"

"Can Do!"

"Zero Defects"

"Loyalty up - not down"

Ethical Decision Making Process

Interpret the situation. What is the ethical dilemma?

Analyze all the factors and forces that relate to the dilemma

Choose the course of action you believe will best serve the nation

Implement the course of action you have choosen

Ethical Decision Making Process (cont.)

Forces that influence decision making

Laws, orders and regulations

Basic national values

Traditional Army values

Unit operating values

Your values

Institutional pressures

Officer and NCO Relationships

Share the same goal - to accomplish the unit's mission

Responsibilities overlap and must be shared

Officers must give NCOs the guidance, resources, assistance, and supervision necessary to do their duties.

NCOs are responsible for assisting and advising officers

Officer and NCO Relationships (cont.)

Communications

One chain of command in the Army

NCO support channel parallels and reeinforces it.

Officer Responsibility

Commands, establishes policy and manages the Army.

Focuses on collective training leading to mission accomplishment.

Is primarily involved with units and unit operations.

Concentrates on unit effectiveness and readiness.

Concentrates on the standards of performance, training and professional development of officers and NCOs.

Officer and NCO Relationships (cont.)

NCO Responsibilities

Conduct the daily business of the Army within established policy.

Focuses on individual training that leads to mission capability.

Is primarily involved with individual soldiers and team leading.

Ensures subordinate NCOs and soldiers, with their personal equipment, are prepared to operate as effective unit members.

Officer and NCO Relationships (cont.)

NCO Responsibilities (cont.)

Concentrates on the standards of performance, training and professional development of subordinate NCOs and soldiers.

Authority

Legitimate power of leaders to direct subordinates or to take action wihtin the scope of their responsibility.

Begins with the Constitution

Command authority

Leaders have command authority when they fill positions requiring the direction and control of other members of the Army.

Authority (cont.)

General Military Authority

Originates in the oath of office, law, rank structure, tradition and regulation

Delegation of Authority

To meet the organization's goal, the officers must delegate authority to NCOs

Accountability

Soldier have individual responsibilities, they are responsible for their own actions; they assume them when they take the oath of enlistment

Command responsibilities refer to collective or organizational accountability

Developmental Leadership Assessement

Leadership assessment is to develop competent and confident leaders

It should be a positive, useful experience that does not confuse, intimidate, or negatively impact on leaders.

Developmental Leadership Assessement (cont.)

Conducted as follows:

Decide what skill, knowledge or attitude you want to assess

Make a plan to observe the leadership performance

Observe leadership performace and record observations

Compare performace you observed to a standard or performace indicator

Decide if the performace you observed exceeds, meets, or is below the standard or performace indicator

Give the person leadership performace feedback

Help the person develop an action plan to improve leadership performance

Developmental Leadership Assessement (cont.)

Feedback Sources

The person himself

Leaders

Peers

Subordinates

Close friends and family members

Trained leadership assessors

Oath of Enlistment

I (state your name), do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God.