military ledership

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    Foundation of Army Leadership

    $he Led Correct assessment %y the leader of the soldiers

    %ein& led

    ! "u%ordinates competence ! "u%ordinates motivation ! "u%ordinates commitment

    #roper leadership actions ta'en at the correct time

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    $he leader must create a climate that encoura&essu%ordinates active participation to accomplish the

    mission (ey in&redients to develop this are)

    ! Mutual $rust ! Respect ! Confidence

    Foundation of Army Leadership

    $he Led *cont+,

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    Foundation of Army Leadership

    $he Leader -onest understandin& of yourself

    ! .ho you are

    ! .hat you 'no. ! .hat you can do

    (no.led&e of) ! stren&ths/ .ea'nesses ! capa%ilities/ limitations

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    Foundation of Army Leadership

    $he "ituation All situations are different Leadership actions .hich .or' in one situation

    may not .or' in another Consider availa%le resources and factors of

    M $$0$ *Mission/ nemy/ $errain/ $roops0$imeand .eather,

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    Foundation of Army Leadership

    Communications 1$he e2chan&e of information and ideas from one

    person to another+3

    ffective communication 4 others understande2actly .hat you are tryin& to tell them AND.hen you understand precisely .hat they aretryin& to tell you

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    $he Leader must reco&ni5e that you communicatestandards %y your e2ample an %y .hat %ehaviors

    you i&nore/ re.ard/ and punish+ ffective communication implies that your

    soldiers listen and understand you/ the leader+

    Foundation of Army Leadership

    Communications *cont+,

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    #rinciples of Leadership

    (no. yourself and see' self improvement Be technically and tactically proficient

    "ee' responsi%ility and ta'e responsi%ility foryour actions

    Ma'e sound and timely decisions

    "et the e2ample (eep your su%ordinates informed

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    (no. your soldiers and loo' out for their .ell0 %ein&

    Develop a sense of responsi%ility in yoursu%ordinates

    nsure the tas' is understood/ supervised/ andaccomplished

    Build the team mploy your unit in accordance .ith its capa%ilities

    #rinciples of Leadership *cont+,

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    What a Leader Must Be

    Beliefs ! Assumptions or convictions you hold as true a%out some

    thin&/ concept/ or person ! #eople &enerally %ehave in accord .ith their %eliefs

    6alues ! Attitudes a%out the .orth or importance of people/

    concepts or thin&s ! 6alues .ill influence your priorities7 the stron&er values

    are .hat you put first/ defend most/ and .ant least to &iveup

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    8ndividual values all soldiers are e2pected to possessare)

    Coura&e *#hysical and Moral, ! #hysical coura&e is overcomin& fears of %odily harm anddoin& your duty

    ! Moral coura&e is standin& firm on your values/ your moral principles/ and your convictions

    Candor is %ein& fran'/ open/ honest/ and sincere .ithyour soldiers/ seniors/ and peers+ Also called personalinte&rity

    What a Leader Must Be *cont+,

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    Competence is proficiency in re9uired professional 'no.led&e/ :ud&ement/ and s'ills

    Commitment means the dedication to carry out allunit missions and to serve the values of thecountry/ the Army and the unit

    Norms ! Formal such as ;CM

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    Character ! Descri%es a person>s inner stren&th and is the lin'

    %et.een values and %ehaviors ! A soldier of character does .hat he %elieves is ri&ht

    re&ardless of the dan&er or circumstances

    What a Leader Must Be *cont+,

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    $he #rofessional Army thic

    Loyalty to the Nation/ the Army and the ;nit ! "upport and defend the Constitution

    Duty ! $he le&al or moral o%li&ation to do .hat should %e

    done .ithout %ein& told to do it ! Accomplishin& all assi&ned tas's to the fullest of your

    a%ility

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    "elfless "ervice ! #ut the nation>s .elfare and mission accomplishment

    ahead of the personnal safety of you and your troops

    ! As a leader/ you must %e the &reatest servant in yourunit+ ?our ran' and position are not personal re.ards+?ou earn them so that you can serve your su%ordinates/your unit/ and your nation

    8nte&rity ! Bein& honest and upri&ht/ avoidin& deception/ and

    livin& the values you su&&est for your su%ordinates

    $he #rofessional Army thic *cont+,

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    thical Responsi%ilities

    thics are principles or standards that &uide professionals to do the moral or ri&ht thin&

    Leaders have three &eneral ethical responsi%ilities) ! Be a role model

    ?our actions must %e more than your .ords ?ou must %e .illin& to do .hat you re9uire of your

    soldiers and share the dan&ers and hardships

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    Develop your su%ordinates ethically ! ?ou develop su%ordinates %y personal contact and %y

    teachin& them ho. to reason clearly a%out ethicalmatters

    Avoid creatin& ethical dilemmas for yoursu%ordinates ! 18 don>t care ho. you &et it done 0 :ust do it@3

    ! 1$here>s no e2cuse for failure@3 ! 1"ettin& &oals that are impossi%le to reach3 ! 1Can Do@3 ! 1 ero Defects3 ! 1Loyalty up 0 not do.n3

    thical Responsi%ilities *cont+,

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    thical Decision Ma'in& #rocess

    8nterpret the situation+ What is the ethicaldilemma

    Analy5e all the factors and forces that relate to thedilemma

    Choose the course of action you %elieve .ill %estserve the nation

    8mplement the course of action you have choosen

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    Forces that influence decision ma'in& ! La.s/ orders and re&ulations

    ! Basic national values ! $raditional Army values ! ;nit operatin& values ! ?our values ! 8nstitutional pressures

    thical Decision Ma'in& #rocess

    *cont+,

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    NCO Responsi%ilities ! Conduct the daily %usiness of the Army .ithin

    esta%lished policy+ ! Focuses on individual trainin& that leads to mission

    capa%ility+ ! 8s primarily involved .ith individual soldiers and team

    leadin&+ ! nsures su%ordinate NCOs and soldiers/ .ith their

    personal e9uipment/ are prepared to operate as effectiveunit mem%ers+

    Officer and NCO Relationships

    *cont+,

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    NCO Responsi%ilities *cont+, ! Concentrates on the standards of performance/ trainin&

    and professional development of su%ordinate NCOs andsoldiers+

    Officer and NCO Relationships

    *cont+,

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    Authority

    Le&itimate po.er of leaders to direct su%ordinatesor to ta'e action .ihtin the scope of their

    responsi%ility+ ! Be&ins .ith the Constitution ! Command authority

    Leaders have command authority .hen they fill

    positions re9uirin& the direction and control of othermem%ers of the Army+

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    ! =eneral Military Authority Ori&inates in the oath of office/ la./ ran' structure/

    tradition and re&ulation ! Dele&ation of Authority

    $o meet the or&ani5ation>s &oal/ the officers mustdele&ate authority to NCOs

    ! Accounta%ility

    "oldier have individual responsi%ilities/ they areresponsi%le for their o.n actions7 they assume them.hen they ta'e the oath of enlistment

    Command responsi%ilities refer to collective oror&ani5ational accounta%ility

    Authority *cont+,

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    Developmental Leadership

    Assessement Leadership assessment is to develop competent

    and confident leaders

    8t should %e a positive/ useful e2perience that doesnot confuse/ intimidate/ or ne&atively impact onleaders+

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    Conducted as follo.s) ! Decide .hat s'ill/ 'no.led&e or attitude you .ant to

    assess

    ! Ma'e a plan to o%serve the leadership performance ! O%serve leadership performace and record o%servations ! Compare performace you o%served to a standard or

    performace indicator ! Decide if the performace you o%served e2ceeds/ meets/

    or is %elo. the standard or performace indicator ! =ive the person leadership performace feed%ac' ! -elp the person develop an action plan to improve

    leadership performance

    Developmental Leadership

    Assessement *cont+,

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    Oath of nlistment

    8 *state your name,/ do solemnly s.ear *or affirm,that 8 .ill support and defend the Constitution of

    the ;nited "tates a&ainst all enemies/ forei&n anddomestic7 that 8 .ill %ear true faith and alle&ianceto the same7 and that 8 .ill o%ey the orders of the#resident of the ;nited "tates and the orders of the

    officers appointed over me/ accordin& tore&ulations and the ;niform Code of Military