a. military leadership

8/8/2019 A. Military Leadership

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GENTLEMENGENTLEMENGOOD DAYGOOD DAY

WELCOMEWELCOMETOTO

COMBAT SUPPORT SCHOOLCOMBAT SUPPORT SCHOOL


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MILITARYMILITARY

LEADERSHIPLEADERSHIP


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LESSON OBJECTIVELESSON OBJECTIVE TO PROVIDE THE STUDENTS THE

BASIC KNOWLEDGE ON MILITARY

LEADERSHIP, LEADERSHIP TRAITS

AND PRINCIPLES.

TO PROVIDE STUDENTS TECHNIQUES

ON LEDERSHIP DEVELOPMENT


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SCOPE:SCOPE:DEFINITION OF TERMS

LEADERSHIP TRAITSLEADERSHIP PRINCIPLES

LEADERSHIP STYLES


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MILITARYMILITARY

LEADERSHIPLEADERSHIPIS THE PROCESS OF

INFLUENCING OTHERS TOACCOMPLISH THE

MISSION BY PROVIDING

PURPOSE, DIRECTION AND

MOTIVATION.


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MILITARYMILITARY

LEADERSHIPLEADERSHIP IT IS AN ART OF INFLUENCING

AND DIRECTING MEN IN A WAYAS TO OBTAIN THEIR WILLING

OBEDIENCE, CONFIDENCE,

RESPECT AND LOYAL

COOPERATION TO

ACCOMPLISHED THE MISSION.


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Leadership AttributesLeadership Attributes Beliefs

Values

Ethics

Character

Knowledge

skills


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LEADERSHIP TRAITSLEADERSHIP TRAITSPERSONAL QUALITIES WHICH

ASSIST IN EXERCISE OFMILITARY LEADERSHIP.


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ASSERTIVENESSASSERTIVENESSTAKING CHARGE WHEN

NECESSARY, MAKING YOURIDEAS KNOWN, HELPING DEFINE

THE PROBLEM AND GETTING

OTHERS TO DO THE RIGHT

THING TO SOLVE THE PROBLEM.


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Hitler Reviews Storm TroopersHitler Reviews Storm Troopers

Adolf Hitler, centre, reviews the SA, or

storm troopers. This organization was

established in 1921, as the bodyguard

unit of the Nazi party, though itsmembers were later designated auxiliary

police. The British prime minister Neville

Chamberlain, who adopted a policy of

appeasement towards Nazi Germany

before the outbreak of World War II, is

seen on the far right.


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BEARINGBEARINGA PERSONS GENERAL

APPEARANCE, CARRIAGE,DEPORTMENT AND

CONDUCT.


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CONFIDENCECONFIDENCETHE ASSURANCE THAT

YOU AND YOUR MEN WILLBE SUCCESSFUL IN

WHATEVER YOU DO


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COOLNESS UNDERCOOLNESS UNDER

STRESSSTRESS

A CONFIDENTCALMNESS IN LOOKS

AND BEHAVIOR.


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COURAGECOURAGEMENTAL QUALITY THAT

RECOGNIZE FEAR OFDANGER OR CRITICISM, BUTENABLES A MAN TOPROCEED IN THE FACE OF ITWITH CALMNESS &FIRMNESS


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CREATIVITYCREATIVITYDEMONSTRATED BY

THINKING OF NEW ANDBETTER GOALS, IDEAS,

PROGRAMS AND

SOLUTION TO THE

PROBLEMS.


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DECISIVENESSDECISIVENESSTHE LEADER SHOULD BE

ABLE TO MAKE DECISIONSPROMPTLY AND TO STATE

THEM IN A CLEAR,

FORCEFUL MANNER.


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DEPENDABILITYDEPENDABILITYTHE CERTAINTY OF

PROPER PERFORMANCE OFDUTY.


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EMPHATY OREMPHATY OR

COMPASSIONCOMPASSIONIS BEING SENSITIVE TO

THE FEELINGS, VALUES,INTEREST AND WELL-

BEING OF OTHERS.


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ENDURANCEENDURANCE

THE MENTAL AND PHYSICALSTAMINA MEASURED BY THE

ABILITY TO WITHSTAND

PAIN, FATIGUE, STRESS ANDHARDSHIP.


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ENTHUSIASMENTHUSIASM

THE DISPLAY OF SINCERE

INTEREST AND ZEAL INTHE PERFORMANCE OF

DUTIES.


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FLEXIBILITYFLEXIBILITY

THE CAPABILITY TO MAKETIMELY AND APPROPRIATECHANGES IN THINKING,PLANS AND METHODS WHENYOU SEE OR WHEN OTHERSCONVINCE YOU THAT THEREIS A BETTER WAY.


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HUMILITYHUMILITY

ADMITTING WEAKNESS ORINPERFECTIONS IN YOUR

CHARACTER, KNOWLEDGEAND SKILLS. IT ISACKNOWLEDGING MISTAKES

AND TAKING APPROPRIATEACTIONS TO CORRECT THOSEMISTAKES.


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INITIATIVEINITIATIVE

MAKING ACTION IN THE

ABSENCE OF ORDERS.


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INTEGRITYINTEGRITY

THE UPRIGHTNESS AND

SOUNDNESS OF MORALPRINCIPLES, THE QUALITY

OF TRUTHFULNESS AND

HONESTY.


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JUDGEMENTJUDGEMENTTHE ABILITY TO

LOGICALLY WEIGH FACTSAND POSSIBLE SOLUTION

ON WHICH TO BASE

SOUND DECISION


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JUSTICEJUSTICETIMELY AND FAIR

DISPOSITION OF CASES.


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Johnsons ImpeachmentJohnsons Impeachment

HearingHearing

In 1868 in the United States Senate chambers,

Chief Justice Salmon P. Chase,far right,presided over the impeachment of US President

Andrew Johnson, who did not attend the trial.

Johnson won acquittal by one vote.


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KNOWLEDGEKNOWLEDGE

THE LEADER SHOULDDEVELOP A PROGRAM OFLEARNING TO KEEP TO KEEP

HIM ABREAST OF CURRENTDEVELOPMENT IN HISSPECIALTY, COMMAND

POLICIES ANDDEVELOPMENT IN LOCALAND WORLD COMMUNITIES.


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LOYALTYLOYALTYTHE QUALITY OF

FAITHFULNESS TOCOUNTRY, THE ARMY

SENIORS, SUBORDINATES

AND PEERS.


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MATURITYMATURITYREFERS TO THE SENSE OF

RESPONSIBILITY A PERSONHAS DEVELOPED. DOES NOTMAKE IMPULSIVE DECISIONBASED IN CHILDLIKE

EMOTIONAL DESIRES OFFEELINGS.


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SELF DISCIPLINESELF DISCIPLINEFORCING YOURSELF TO

DO YOUR DUTY WHATYOU OUGHT TO DO

REGARDLESS OF HOW

TIRED OR UNWILLING YOU

MAY BE.


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SELFSELF--IMPROVEMENTIMPROVEMENT

SHOWN BY READING,STUDYING, SEEKINGCHALLENGINGASSIGNMENTS ANDWORKING TO STRENGHTENBELIEFS, VALUES, ETHICS,CHARACTER, KNOWLEDGEAND SKILLS.


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SENSE OF HUMORSENSE OF HUMORSHOWN BY NOT TAKING

YOURSELF TOOSERIOUSLY AND BY

CONTRIBUTING TO

LAUGHTER AND MORALEOF PEOPLE AROUND YOU.


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TACTTACTTHE ABILITY TO DEAL

WITH OTHERS INRESPECTFUL MANNER.


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UNSELFFISHNESSUNSELFFISHNESSA LEADER WHO AVOIDS

PROVIDING FOR HIS OWNCOMFORT AND PERSONAL

ADVANCEMENT AT THE

EXPENSE OF OTHERS.


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WILLWILLTHE PERSEVERANCE TO

ACCOMPLISH A GOAL,REGARDLESS OF

SEEMINGLY

INSURMOUNTABLEOBSTACLES.


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LEADERSHIPLEADERSHIP

PRINCIPLESPRINCIPLES

-FUNDAMENTAL

GUIDELINES FOR THE

SELECTION OF

APROPRIATE ACTIONSAND ORDERS BY A

LEADER.


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KNOW YOURSELF ANDKNOW YOURSELF AND

SEEK SELFSEEK SELF--IMPROVEMENTIMPROVEMENT

TO KNOW YOURSELF, YOU

HAVE TO UNDERSTAND WHO

YOU ARE AND KNOW WHAT

IS YOUR PREFERENCES,STRENGTHS AND

WEAKNESSES.


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SEEK SELFSEEK SELF--

IMPROVEMENTIMPROVEMENT

SEEKING SELF-

IMPROVEMENT MEANSCONTINUALLY DEVELOPING

YOUR STRENGHTS AND

WORKING ON OVERCOMING

YOUR WEAKNESS.


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BE TECHNICALLY ANDBE TECHNICALLY AND

TACTICALLY PROFICIENTTACTICALLY PROFICIENTYOU ARE EXPECTED TO BE

TECHNICALLY ANDTACTICALLY PROFICIENT INYOUR JOB- THIS MEANS THATYOU CAN ACCOMPLISH ALL

TASK TO STANDARD THAT AREREQUIRED TO ACCOMPLISH THEMISSION.

SEEK RESPOSIBILITY ANDSEEK RESPOSIBILITY AND


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TAKE RESPONSIBILITY FORTAKE RESPONSIBILITY FOR

YOUR ACTIONSYOUR ACTIONS

LEADING ALWAYS INVOLVES

RESPONSIBILITY. YOU WANT

SUBORDINATES WHO CAN

HANDLE RESPONSIBILITY

AND HELP YOU PERFORM

YOUR MISSION.



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TAKE RESPONSIBILITY FORTAKE RESPONSIBILITY FOR

YOUR ACTIONSYOUR ACTIONS

WHEN YOU SEE A

PROBLEM OR SOMETHING

THAT NEEDS TO BE FIXED

DO NOT WAIT FOR YOURLEADER TO TELL YOU TO

ACT.


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SEEK RESPOSIBILITY AND TAKESEEK RESPOSIBILITY AND TAKE

RESPONSIBILITY FOT YOUR ACTIONSRESPONSIBILITY FOT YOUR ACTIONS

WHEN YOU MAKE MISTAKESACCEPT JUST CRITICISM ANDTAKE CORRECTIVE ACTION.

YOU MUST AVOID EVADINGRESPONSIBILITY BY PLACINGTHE BLAME ON SOMEONE ELSE.

YOUR OBJECTIVE SHOULD BETO BUILD TRUST BETWEENYOU AND YOURSUBORDINATES.


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MAKE SOUND AND TIMELYMAKE SOUND AND TIMELY

DECISIONDECISIONANNOUNCE DECISIONS IN

TIME FOR YOUR SOLDIER TO

REACT.

GOOD DECISION MADE AT

THE RIGHT TIME ARE BETTERTHAN THE BEST DECISIONS

MADE TO LATE.


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SET THE EXAMPLESET THE EXAMPLE

YOUR SOLDIER WANT AND NEEDYOU TO BE A ROLE MODEL. THIS IS A

HEAVY RESPONSIBILITY, BUT YOUHAVE NO CHOICE. IF YOU EXPECTCOURAGE, COMPETENCE,COMMITMENT AND INTEGRITY

FROM YOUR SOLDIER, YOU MUSTDEMONSTRATE THEM. BE WILLINGTO DO WHAT YOU REQUIRE OFYOUR SOLDIER.



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SHARE DANGERS AND HARDSHIP

WITH YOUR SOLDIER. YOUR

PERSONAL EXAMPLE AFFECTS YOURSOLDIER MORE THAN ANY AMOUNT

OF INSTRUCTIONS OR FORM OF

DISCIPLINE.

KNOW YOUR SOLDIER ANDKNOW YOUR SOLDIER AND


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KNOW YOUR SOLDIER ANDKNOW YOUR SOLDIER AND

LOOK FOR THEIR WELLLOOK FOR THEIR WELL--BEINGBEING

YOU MUST KNOW HOW TO CAREFOR YOUR SOLDIER. YOU MUST

LISTEN TO YOUR SOLDIER. WHENYOU SHOW GENUINE CONCERN FORYOUR TROOPS, THEY TRUST ANDRESPECT YOU AS A LEADER. IF

YOUR SOLDIER TRUST YOU, THEYWILL WILLINGLY WORK TO HELPYOU ACCOMPLISH THE MISSION.


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KEEP YOUR SUBORDINATEKEEP YOUR SUBORDINATE

INFORMEDINFORMED

KEEPING YOUR SUBORDINATE

INFORMED HELP THEM MAKE

DECISIONS AND EXECUTE PLANS

WITHIN YOUR INTENT. THEY EXPECT

YOU TO KEEP THEM INFORMED AND

WHEN POSSIBLE EXPLAIN REASONSFOR YOUR ORDERS.

DEVELOP A SENSE OFDEVELOP A SENSE OF


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RESPONSIBILITY IN YOURRESPONSIBILITY IN YOUR

SUBORDINATESSUBORDINATES

YOUR SUBORDINATES WILL FEEL A

SENSE OF PRIDE ANDRESPONSIBILITY WHEN THEY

SUCCESSFULLY ACCOMPLISH THE

TASK YOU HAVE GIVEN TO THEM.

YOU ARE A TEACHER ANDRESPONSIBLE FOR DEVELOPING

YOUR SUBORDIANTES.



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RESPONSIBILITY IN YOURRESPONSIBILITY IN YOUR

SUBORDINATESSUBORDINATES

GIVE THEM CHALLENGES AND

OPPURTUNITIES YOU FELL THEYCAN HANDLE. GIVE THEM MORE

RESPONSIBILITY WHEN THEY SHOW

THEY ARE READY.

ENSURE THE TASK ISENSURE THE TASK IS


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UNDERSTOOD, SUPERVISEDUNDERSTOOD, SUPERVISED

AND ACCOMPLISHEDAND ACCOMPLISHED YOUR SOLDIER MUST UNDERSTAND

WHAT YOU EXPECT FROM THEM.

THEY NEED TO KNOW WHAT YOUWANT DONE, WHAT STANDARD IS.SUPERVISING LETS YOU KNOW IFYOUR SOLDIERS UNDERSTAND

YOUR ORDERS. ACCEPTPERFORMANCE THAT MEETS YOURSTANDARDS.



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UNDERSTOOD, SUPERVISEDUNDERSTOOD, SUPERVISED

AND ACCOMPLISHEDAND ACCOMPLISHED GIVE REWARDS FOR THE

PERFORMANCE THAT EXCEED YOUR

STANDARDS. CORRECTPERFORMANCE THAT DOES NOT

MEET YOUR STANDARDS.

DETERMINE THE CAUSE OF THE

POOR PERFORMANCE AND TAKE

APPROPRIATE ACTION.


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BUILD THE TEAMBUILD THE TEAM

WAR FIGHTING IS A TEAM ACTIVITY.YOU MUST DEVELOP A TEAM SPIRITAMONG YOUR SOLDIER THAT

MOTIVATES THEM TO GOWILLINGLY AND CONFIDENTLY.YOU MUST TRAINED YOUR SOLDIER.YOUR UNIT BECOMES A TEAM ONLY

WHEN YOUR SOLDIER RESPECT ANDTRUST EACH OTHER.

EMPLOY YOUR UNIT INEMPLOY YOUR UNIT IN


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EMPLOY YOUR UNIT INEMPLOY YOUR UNIT IN

ACCORDANCE WITH ITSACCORDANCE WITH ITS

CAPABILITIESCAPABILITIES

YOUR UNIT HAS CAPABILITIES ANDLIMITATIONS. YOU ARE

RESPONSIBLE TO RECOGNIZED BOTH

OF THESE FACTORS.


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*LEADERSHIP STYLES**LEADERSHIP STYLES*

LEADERSHIP STYLES IS THE

PERSONAL MANNER AND APPROACH

OF LEADING. IT IS THE WAYLEADERS INTERACT WITH THEIR

SUBORDINATES.


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PARTICIPATING STYLESPARTICIPATING STYLES

A LEADER USING PARTICIPATING

STYLES WHEN HE INVOLVES

SUBORDINATES IN DETERMININGWHAT TO DO AND HOW TO DO IT. HE

SIMPLY GETS ADVICE FROM

SUBORDINATES BUT HE STILL

MAKES THE DECISION.


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DELEGATING STYLESDELEGATING STYLES

A LEADER IS USING THE

DELAGATING STYLES WHEN HE

DELEGATES PROBLEM SOLVING ANDDECISIONS TO A SUBORDINATES OR

TO GROUP OF SUBORDINATES.


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Forces that influence the style to be used:Forces that influence the style to be used:

How much time is available. Are relationships based on respect and trust or on

disrespect?

Who has the information - you, your employees, or

both? How well your employees are trained and how well

you know the task.

Internal conflicts.

Stress levels. Type of task. Is it structured, unstructured,

complicated, or simple?

Laws or established procedures


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A good leader uses all three

styles, depending on what forces

are involved between thefollowers, the leader, and the

situation.


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2 Most Important Keys to2 Most Important Keys to

Effective LeadershipEffective LeadershipTrust and confidence in top leadership

was the single most reliable predictor

of subordinates satisfaction in anorganization.

Effective communication by leadershipin three critical areas was the key to

winning organizational trust andconfidence.


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3 Critical Areas3 Critical Areas

Understand Units Mission andStrategy

Understand Each OthersContribution and Share inAccomplishing Such Mission

Sharing Information and IdeasRelative to Strategy on MissionAccomplishment

F t f l d hiF t f l d hi


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Factors of leadershipFactors of leadership

There are four major factors in leadership:


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3 Basic Ways on How People3 Basic Ways on How People

become a Leaderbecome a Leader Personality traits that may lead people naturally

into leadership roles. (Traits Theory)

A crisis or important event may cause a person torise to the occasion, which brings out

extraordinary leadership qualities in an ordinary

person. (Event Theory)

People can choose to become leaders. People canlearn leadership skills. (Transformation Theory)


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LEADERSHIP FRAMEWORKLEADERSHIP FRAMEWORK


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KNOW the four factors of leadership - follower,

leader, communication, situation. KNOW yourself. Examples: strengths and

weakness of your character, knowledge, and skills.

KNOW human nature. Examples: Human needs,

emotions, and how people respond to stress.

KNOW your job. Examples: be proficient and be

able to train others in their tasks.

K

NOW your organization. Examples: where to gofor help, its climate and culture, who the unofficial

leaders are.


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DOprovide direction. Examples:

goal setting, problem solving,decision making, planning.

DO implement. Examples:

communicating, coordinating,supervising, evaluating.

DO motivate. Examples: developmoral and esprit in the organization,

train, coach, counsel.


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ADOLF VON SCHELLADOLF VON SCHELL

Captain, German ArmyCaptain, German Army

The Ultimate role of leaders is to lead

troops in battle. Leaders like greatartist, may be born and not made; but

even the born artist requires years of

hard study and practice before hemaster his art.


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HAVE A NICE DAY!

a. military leadership

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