Naval Science I_Introduction_Unit2_Chapter 2

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CHAPTER 2 Leadership
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The Two Orientations To Leadership Behavior
Being a successful leader requires training and
practice, but you can begin to acquire and
practice leadership skills right now at

• School

• Community

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Now what?
A volunteer team forms at your school to help
rebuild houses devastated by tornadoes. They
elect you as its leader.
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This lesson will provide some advice and
guidelines about leadership.
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• An important concept to understand is the
  difference between
• Leadership the art of influencing and
  directing people to accomplish the mission.
• Management supervising the use of resources
  to achieve team objectives.
• In essence, you lead people, and manage things.

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Building good leadership skills takes _______.
A. desire and means B. planning and money C.
authorization and networking D. training and
practice
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Building good leadership skills takes _______.
A. desire and means B. planning and money C.
authorization and networking D. training and
practice
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How does a leader get people to come together to
accomplish a mission?
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A leader must base his or her approach to a task
on the environment and on the readiness of the
team and individual members.
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Readiness
How prepared a team member is to carry out a
particular task or tasks
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Situational leadership is when a leader must base
his or her approach on the situation in which the
leader and team find themselves.
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Situational Leadership
A leadership model based on the concept that
there is no single best way to influence and lead
people
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Situational leadership is flexible and is based
on the abilities, knowledge, skills, and
motivational level of the team or group the
leader is influencing.
Admiral Michael G. Mullen Chairman JCS
Admiral Gary Roughead CNO
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Understanding situational leadership is knowing
how you and your people are oriented are you
oriented towards people or towards a task?
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A leaders approach to a task must take into
consideration both the _______ and the readiness
of the people.
A. resources B. environment C. facilities D.
logistics
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A leaders approach to a task must take into
consideration both the _______ and the readiness
of the people.
A. resources B. environment C. facilities D.
logistics
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A leader who is people oriented focuses on
interaction with his or her people and uses this
to complete the task.
Admiral Michael G. Mullen Chairman JCS
Admiral Gary Roughead CNO
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While a leader oriented towards task focuses on
the job to be done and how to best use their
people to that end.
Admiral Michael G. Mullen Chairman JCS
Admiral Gary Roughead CNO
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Orientation Toward People
Another name for orientation toward people is
relationship behavior. This includes, listening,
praising, collaborating, and counseling.
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Relationship Behavior
A leaders engagement in supportive, two-way
communication with his or her team members
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People respond better if they feel their leader
is supportive and empathetic. A leader who simply
issues orders and then criticizes performance
will have a hard time gaining their cooperation.
Admiral Michael G. Mullen Chairman JCS
Admiral Gary Roughead CNO
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Empathetic
The action of understanding, being aware of, and
being sensitive to the feelings, thoughts, and
experiences of another
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Leaders should bear in mind the old expression,
You catch more flies with honey than you do with
vinegar.
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What leadership model is based on the concept
that there is no single best way to lead people?
A. Conditional B. Environmental C. Situational D.
Adaptable
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What leadership model is based on the concept
that there is no single best way to lead people?
A. Conditional B. Environmental C. Situational D.
Adaptable
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What term is used to refer to a leaders
supportive, two-way communication with team
members?
A. Group dynamics B. Interpersonal
communication C. Empathy management D.
Relationship behavior
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What term is used to refer to a leaders
supportive, two-way communication with team
members?
A. Group dynamics B. Interpersonal
communication C. Empathy management D.
Relationship behavior
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Orientation Toward Task
Task behavior focuses on the practical aspects of
the job or mission. These behaviors include
directing team members on

• What to do

• How to do it

• When to do it

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Task Behavior
The leaders involvement in defining the duties
and responsibilities of an individual or a group
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In his book, Gary Yukl suggests that task
behavior has limitations when used alone. That is
why task behavior and relationship behavior must
go hand in hand.
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When it comes to task behavior, a leader should
survey the needs and abilities of his or her
followers and then choose a leadership style
accordingly.
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If as leader of the tornado-relief volunteers,
you knew that

• Maria was a self-starter and needed little
  motivation, you would make sure she understood
  her task and get out of her way. You would allow
  her to work independently.

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If as leader of the tornado-relief volunteers,
you knew that

• Randy seemed uncertain about how to accomplish
  his task, you would step in and use task behavior
  to give Randy instructions, training and guidance.

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Four Leadership Styles
Task behavior and relationship behavior are
distinct, but complementary, leadership
behaviors. These four styles make up the
leadership grid.
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The Leadership Grid
Selling Style 2 High Task Orientation High
Relationship Orientation
Participating Style 3 High Relationship
Orientation Low Task Orientation
Delegating Style 4 Low Relationship
Orientation Low Task Orientation
Telling Style 1 High Task Orientation Low
Relationship Orientation
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True or False Team members are apt to be more
cooperative if the leader simply issues orders
and criticizes their performance because they
will want to earn his/her approval.
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True or False Team members are apt to be more
cooperative if the leader simply issues orders
and criticizes their performance because they
will want to earn his/her approval.
False
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Telling (Style I)
A leader provides specific instructions and
closely supervises task accomplishment. This has
a high task orientation and low relationship
orientation.
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Telling (Style I)

• Typical telling behaviors include
• directing others on what to do
• supervising them closely
• following up to ensure they complete their
  tasks

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Selling (Style 2)
A leader closely supervises task accomplishment,
but explains decisions, solicits suggestions, and
supports progress. This has a high task
orientation and a high relationship orientation.
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Selling (Style 2)

• Typical selling behaviors include
• supervising closely
• following up
• explaining relationships between tasks and
  team goals
• encouraging questions
• supporting progress.

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Participating (Style 3)
A leader facilitates and supports subordinates
efforts toward task accomplishment and shares
responsibility for decision-making with them.
Participating leaders have a high relationship
orientation but a low task orientation.
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Participating (Style 3)

• Participating behaviors include
• asking team members for ideas
• encouraging others to try out their ideas
• allowing others to structure their tasks
• sharing control and accountability.

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Delegating (Style 4)
A leader turns over the authority for
decision-making and problem solving to
subordinates.Delegating leaders have both a low
relationship orientation and a low task
orientation.
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Delegating (Style 4)
Remember that you can delegate authority, but you
cannot delegate responsibility.
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Delegating (Style 4)

• Delegating behaviors include
• setting task boundaries
• letting others make their own decisions
• allowing members to chart their own courses
  of action
• giving group members the freedom they need
  to do the job well
• providing help when asked
• monitoring progress.

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In what leadership style does the leader advance
efforts toward task completion by soliciting
ideas from and giving decision-making
responsibility to team members?
A. Participating B. Selling C. Telling D.
Delegating
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In what leadership style do the behaviors include
close supervision, follow-up, explanations about
tasks and goals, encouragement of questions, and
support of progress?
A. Telling B. Delegating C. Selling D.
Participating
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In what leadership style does the leader have a
low relationship orientation and a low task
orientation?
A. Delegating B. Selling C. Telling D.
Participating
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In what leadership style does the leader have a
low relationship orientation and a low task
orientation?
A. Delegating B. Selling C. Telling D.
Participating
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LEADERSHIP ETIQUETTE Successful Leaders

• will make decisions that will improve
• the entire group or organization rather
• than just themselves.

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Leadership Successful Leaders
1. will make decisions that will improve
the entire group or organization rather
than just themselves. 2. realize that they also
have a superior. No one is ever elected to
an office or level where they have no one
to be accountable to.
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Leadership Successful Leaders
3. are examples of fair play, integrity, and
dependability.
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Leadership Successful Leaders

• are examples of fair play, integrity, and
• dependability.
• 4. will genuinely listen to the needs,
• feedback and suggestions of all the
• members of the organization and not
• just a select few.

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Leadership Successful Leaders

• understand that a leadership position
• is not a position of glory and popularity,
• but a position of responsibility.

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The decisions successful leaders make enhance the
entire organization, not just _______.
A. their team B. themselves C. their division D.
their managers
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The decisions successful leaders make enhance the
entire organization, not just _______.
A. their team B. themselves C. their division D.
their managers
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Leadership Successful Leaders

• understand that a leadership position
• is not a position of glory and popularity,
• but a position of responsibility.
• are willing to roll up their sleeves
• and help other members of the
• organization when things get tough.

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Leadership Successful Leaders
7. know that they cannot be successful without
the work, support, and loyalty of all members
of the organization.
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Leadership Successful Leaders

• 7. know that they cannot be successful without
  the work, support, and loyalty of all members
  of the organization.
• will sacrifice personal glory and
• recognition so that it may be shared
• equally with all of the followers.

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Leadership Successful Leaders

• work for the success of the entire
• organization and not for personal gain.

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Leadership Successful Leaders

• work for the success of the entire
• organization and not for personal gain.

• know that whatever power they
• may possess was given by the
• members of the organization. If
• improperly used, this power can be
• swept away and given to someone
• else.

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True or False Successful leaders listen to the
suggestions, feedback, and needs of only a few
trusted team members.
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True or False Successful leaders listen to the
suggestions, feedback, and needs of only a few
trusted team members.
False
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Primary Factors Of The Leadership Situation
You lead people and you manage things.
The situation the team finds itself in will
dictate how much time the leader must devote to
each activity.
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Leaders approach each leadership situation by
considering four factors

• Mission
• People
• Leadership style
• Environment

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The Mission
Most missions involve many tasks. The leader must
define the mission and set goals for completing
the different parts of the teams tasks.
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The leaders job is to translate this mission
into goals that the team members will accept and
understand.
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A leader should involve team members in setting
goals.

• The goals the leader and team set must be
  challenging but attainable. Unrealistic goals
• frustrate even the most dedicated while
• frivolous goals reduce belief in the
  missions worth.

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A leaders role is to set standards of job
performance and to communicate them to the team.
These standards must be reasonable, consistent
with mission, and clearly defined for every
individual.
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If a team member ignores the standards, the
leader must determine the reason and move quickly
to correct the situation through training or, if
needed, administrative or disciplinary action to
prevent the spread of the behavior.
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What action should a leader take for those who
ignore job performance standards?
A. Accept the reality of such individuals B. Give
them another assignment C. Take swift corrective
action D. Formulate an incentive plan
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What action should a leader take for those who
ignore job performance standards?
A. Accept the reality of such individuals B. Give
them another assignment C. Take swift corrective
action D. Formulate an incentive plan
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The People
As a leader, you must be sensitive to people
because after all, people perform the mission.
You cannot get the most out of people on your
team unless you first know their abilities.
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• Ability has two main elements
• Training
• Experience

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Training
You should assess each team members level of
training. No matter how committed followers are
to the mission, they cannot contribute to it if
they lack proper training.
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Experience

• A leader, should know the
• background
• experience
• ability
• of each team member regarding every task assigned
  them.

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Keep in mind, while making assignments seniority
or rank may be a good overall indicator, but the
person may never have done a certain job or been
in a particular environment before.
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A leader must know the _______ of the members of
their team before he/she can get the best
performance out of them.
A. family situations B. expectations C. personal
goals D. abilities
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A leader must know the _______ of the members of
their team before he/she can get the best
performance out of them.
A. family situations B. expectations C. personal
goals D. abilities
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The Leadership Style
Successful leaders adapt their leadership style
to meet the mission demands and to reflect the
abilities and experience of their people, but in
choosing a leadership style, good leaders also
take into account their own individual strengths
and weaknesses.
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The Leadership Style

• For example
• If you communicate well but dont like
  public speaking, use personal conferences as
  much as possible.
• If you write well, take advantage of the
  skill by writing letter of appreciation, or
  other forms of correspondence.
• If youre adept at leading discussions,
  bring people together to solve problems.

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Your leadership style must correspond to your
team members knowledge, abilities, and skills.

• When one or more of your team members doesnt
  know how to do the job, you must spend much
  time giving that member guidance and support.

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Your leadership style must correspond to your
team members knowledge, abilities, and skills.
2. If your team members are able but lack
motivation, let them participate in planning
the task. Motivate them by maintaining a
professional working relationship. With this
encouragement from you, theyll soon show
greater motivation.
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Your leadership style must correspond to your
team members knowledge, abilities, and skills.
3. If your team members have extensive
experience and are enthusiastic about the task,
provide them greater freedom. If they are on
the track toward meeting your goals and
objectives, let them complete their task in the
way they choose. As the leader, you are still
responsible for the mission, so be sure to
monitor the groups progress.
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The Environment
Theres no way to plan for every possible
outcome. Good leaders know a leadership method
that worked in one situation with one group may
not work with the same group in a different
environment.
Admiral Michael G. Mullen Chairman JCS
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Think again about the volunteer team formed at
your school to help the tornado victims.
Even if the team is great, it will encounter
problems which will develop and create a new and
unpredictable environment that the groups leader
will have to deal with.
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Think again about the volunteer team formed at
your school to help the tornado victims.
As a leader, you must alter your leadership
behavior as necessary to accommodate changes in
the missions environment. The key is to stay
flexible and adapt to the situation you face.
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A good leader will choose a leadership style that
takes into account his/her own _______.
A. goals B. strengths and weaknesses C. comfort
zone D. ambitions
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A good leader will choose a leadership style that
takes into account his/her own _______.
A. goals B. strengths and weaknesses C. comfort
zone D. ambitions
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If a leader realizes that he/she is not
comfortable in the role of public speaker, which
of these adaptations would best compensate for
that weakness?
A. Ask a team member skilled in public speaking
to take over this responsibility B. Communicate
with group members only in writing C. Meet with
the team members in small groups D. Hold large
meetings anyway even if they are not particularly
effective
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If a leader realizes that he/she is not
comfortable in the role of public speaker, which
of these adaptations would best compensate for
that weakness?
A. Ask a team member skilled in public speaking
to take over this responsibility B. Communicate
with group members only in writing C. Meet with
the team members in small groups D. Hold large
meetings anyway even if they are not particularly
effective
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Six Traits Of An Effective Leader
Effective leaders have certain distinguishing
characteristics, or traits, that make up the
foundation of their approach to their work.
MCPON Joe R. Campa Jr.
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• Character is who you are 24 hours a day, seven
  days a week, regardless of
• Where you are
• Who you are with
• Who might be watching

MCPON Joe R. Campa Jr.
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• Many traits go into building a strong character.
  As a future leader, there are six traits that are
  essential for your success. They are
• Integrity
• Loyalty
• Commitment
• Energy
• Decisiveness
• Selflessness

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Integrity
Having integrity means establishing a set of
values and adhering to them. This is the
combination of sound moral principles,
truthfulness and honesty.
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How can you spot integrity?
A leader who has an opportunity to pass off an
unpleasant task to a sleeping team member follows
the schedule and fairly assigns the task to the
next person on the list.
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How can you spot integrity?
The leader decides to counsel, rather than
punish, the sleeping team member. A leader with
integrity treats all team members fairly, putting
aside personal feelings.
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Loyalty
This is the ability to remain faithful to your
superiors, peers, and subordinates. Only when
leaders are loyal to their team can they expect
the team to be loyal to them.
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An individuals _______ defines him/her as a
leader and serves as the basis for decisions and
treatment of others.
A. character B. background C. experience D.
personality
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An individuals _______ defines him/her as a
leader and serves as the basis for decisions and
treatment of others.
A. character B. background C. experience D.
personality
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Commitment
Dedicated service is the hallmark of the leader.
A leader must demonstrate total dedication to the
United States, the Navy, and the team.
Commitment, a Navy core value, is contagious.
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An example of commitment
The leader calls on the team to rally around a
team member whos having personal problems. Under
their leaders guidance, team members stand
united to act if a fellow team member asks for
help.
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No team member takes on this role of support
alone. The leader asks team members to express
their own commitment, not only to the team member
in trouble, but to the team as a unit.
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Energy
Admiral Arleigh Burke
General Colin Powell
Energy is an enthusiasm and drive to take the
initiative. Throughout history, successful
leaders have had the perseverance and stamina to
stay the course and get the job done.
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JUST DO IT!
You can fail, despite your talents, if you dont
use all your energy to finish the job. Applying
your energy to the team and its mission is the
key to success.
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An example of energy is holding a scheduled
outdoor training session, during an unexpected
snowstorm.
The leader reminds the team that the training is
essential to prepare for its mission. Rather than
cancel the training, the leader encourages team
members to relish the opportunity to come
together in adversity to perform.
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A leader should be a model of _______ toward the
US and to the Navy, but also to the team, which
might be displayed by asking for a show of
support for a team member who is ill.
A. commitment B. energy C. decisiveness D.
integrity
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A leader should be a model of _______ toward the
US and to the Navy, but also to the team, which
might be displayed by asking for a show of
support for a team member who is ill.
A. commitment B. energy C. decisiveness D.
integrity
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Decisiveness
Decisiveness is a willingness to act then having
the self-confidence to make timely decisions and
communicate those decisions to the team.
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Decisiveness includes the willingness to accept
responsibility for the outcome of ones acts.
Leaders are always accountablewhen things go
wrong as well as when they go right.
President George W. Bush
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A team leader has five team members but only
three slots in a training program.
The leader assesses the team members individually
and decides which three will benefit most from
the training. In private, the leader tells each
member of the decision and gives reasons for it.

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A team leader has five team members but only
three slots in a training program.
Because the decision was made fairly, the two
team members not selected should respect the
decision just as much as the members who are
chosen do. All members know that the leader made
the decision based on careful thought, not on
personal preference.
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Selflessness
Selflessness is the ability to sacrifice personal
needs and wants for a greater cause.
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Leaders put accomplishing their mission and
caring for their people before their own welfare
or desires. Willingness to sacrifice is essential
to military service.
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Selflessness includes the courage to face and
overcome difficulties and physical dangers. This
includes the need to make difficult decisions.
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What term is used to refer to a willingness to
act?
A. Commitment B. Energy C. Motivation D.
Decisiveness
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What term is used to refer to a willingness to
act?
A. Commitment B. Energy C. Motivation D.
Decisiveness
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Personal Qualities Of An Effective Leader
Personal qualities common in a successful
leader Courage Confidence Sense of
Sense of Responsibility Humor Set
the Example Tact Self-Discipline
Common Sense
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Courage
A good leader has the moral courage to make
difficult decisions. This requires courage and
strength of character to confront a tough
situation head-on rather than avoiding it by
passing the buck to someone else and refusing to
decide.
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Courage and strength of character are essential
to effective leadership. Thats one reason
courage is a Navy core value.
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RESPONSIBILITY
Good leaders are responsible and accountable for
their actions. You must be willing to answer to
your superiors as well as to your followers.
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The Ability To Set An Example
A good leader must always set a good example in
standard of performance, conduct, and
appearance. Lack of self-control in a leader
destroys a units cohesion and impairs its
ability to perform.
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Effective leaders must demonstrate moral _______
to make tough decisions and face difficulties,
rather than pass the buck.
A. courage B. energy C. integrity D. control
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Effective leaders must demonstrate moral _______
to make tough decisions and face difficulties,
rather than pass the buck.
A. courage B. energy C. integrity D. control