Leadership

1
Leadership

• Foundation of Army Leadership Doctrine
• What a Leader Must Be
• Officer and NCO Relationships
• Developmental Leadership Assessment
• Oath of Enlistment

2
Foundation of Army Leadership

• Factors of Leadership
• the Led
• the Leader
• the Situation
• Communication
• Principles of Leadership

3
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

4
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

5
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

6
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)

7
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

8
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.

9
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

10
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

11
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

12
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

13
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

14
What a Leader Must Be (cont.)

• Character
• Describes a persons 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

15
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 leaders courage,
  competence, and commitment.

16
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

17
The Professional Army Ethic (cont.)

• Selfless Service
• Put the nations 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

18
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

19
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 dont care how you get it done - just do it!
• Theres no excuse for failure!
• Setting goals that are impossible to reach
• Can Do!
• Zero Defects
• Loyalty up - not down

20
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

21
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

22
Officer and NCO Relationships

• Share the same goal - to accomplish the units
  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

23
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.

24
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.

25
Officer and NCO Relationships (cont.)

• NCO Responsibilities (cont.)
• Concentrates on the standards of performance,
  training and professional development of
  subordinate NCOs and soldiers.

26
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.

27
Authority (cont.)

• General Military Authority
• Originates in the oath of office, law, rank
  structure, tradition and regulation
• Delegation of Authority
• To meet the organizations 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

28
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.

29
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

30
Developmental Leadership Assessement (cont.)

• Feedback Sources
• The person himself
• Leaders
• Peers
• Subordinates
• Close friends and family members
• Trained leadership assessors

31
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.