strategic leadership skills & actions
DESCRIPTION
Strategic Leadership Skills & Actions. Global/Regional National/Societal Perspective. Organizational Leadership Skills & Actions. Organizational/Systems and Processes Perspectives. Direct Leadership Skills & Actions. Individual/Small Group Task Oriented Perspective. - PowerPoint PPT PresentationTRANSCRIPT
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ARMY
LEADERSHIP
“ BE, KNOW, DO”
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LEADERSHIPDEFINED
Leadership is influencing people-byproviding purpose, direction, andmotivation-while operating toaccomplish the mission and improvingthe organization.
-INFLUENCING--DIRECTION-
-MOTIVATION--OPERATING--IMPROVING-
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LEVELS OF LEADERSHIPNCOs like to make a decision right away and move on to thenext thing…so the higher up the flagpole you go , the more
you have to learn a very different style of leadership.
Strategic Leadership Skills&
Actions
Organizational LeadershipSkills & Actions
Direct Leadership Skills&
Actions
Values and Attributes
Global/Regional National/Societal
Perspective
Organizational/Systems and Processes Perspectives
Individual/SmallGroup Task Oriented
Perspective
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LEVELS OF LEADERSHIP-THREE LEVELS-
DIRECT LEADERSHIP- Direct leadership is face-to-face, first-line leadership. It takes place in thoseorganizations where subordinates are used to seeingtheir leaders all the time: teams and aquads, sectionsand platoons, companies, batteries and troops-evensquadrons and battalions.
ORGANIZATIONAL LEADERSHIP- Organizationalleaders influence several hundred to several thousandpeople. They do this indirectly, generally through morelevels of subordinates than do direct leaders.
STRATEGIC LEADERSHIP- Strategic leadersinclude military and DA civilian leaders at the majorcommand through Department of Defense levels.Strategic leaders are responsible for large organizationsand influence several thousand to hundreds ofthousands of people.
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THE LEADER MUST
“BE” “KNOW” “DO”
VALUES ATTRIBUTES
-LOYALTY
- DUTY
-RESPECT
-SELFLESS SERVICE
-HONOR
- INTEGRITY
-PERSONAL COURAGE
- MENTAL
-PHYSICAL
-EMOTIONAL
INTERPERSONALSKILLS
CONCEPTUALSKILLS
TECHNICALSKILLS
TACTICALSKILLS
INFLUENCING-Communication-Decision Making-Motivating
OPERATING-Plan/Prep-Executing-Assessing
IMPROVING-Developing-Building-Learning
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WHAT A LEADER MUST BE-ARMY VALUES-
LOYALTY
DUTY
RESPECT
SELFLESS SERVICE
HONOR
INTEGRITY
PERSONAL COURAGE
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LOYALTY
Bear true faith and allegianceto the US Constitution, theArmy, your unit, and othersoldiers.
Loyalty is the big thing, the greatest battleasset of all. But no man ever wins the loyaltyof troops by preaching loyalty. It is given tohim as he proves his possession of the othervirtues.
Brigadier General S.L.A. MarshallMen Against Fire
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DUTY
Fulfill your obligations.
The essence of duty is acting in the absenceof orders or direction from others, based onan inner sense of what is morally andprofessionally right….
General John A. Wickham Jr.FormerArmy Chief of Staff
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RESPECTTreat people as they should betreated.The discipline which makes the soldiers of afree country reliable in battle is not to begained by harsh or tyrannical treatment. Onthe contrary, such treatment is far morelikely to destroy than to make an army. It ispossible to impart instruction and to givecommands in such manner and such a toneof voice to inspire in the soldier no feelingbut an intense desire to obey, while theopposite manner and tone of voice cannotfail to excite strong resentment and a desireto disobey. Major General John M. Schofield
Part of an address to the United States Corps of Cadets11 August 1879
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SELFLESS SERVICE
Put the welfare of the nation,the Army, and subordinatesbefore your own.
The nation today needs men who think interms of service to their country and not interms of their country’s debt to them
General of the Army Omar N. Bradley
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HONOR
Live up to all the Army values.
What is life without honor? Degradation isworse than death.
Lieutenant General Thomas J. “Stonewall” Jackson
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INTEGRITY
Do what’s right-legally andmorally.
The American people rightly look to theirmilitary leaders not to be skilled in thetechnical aspects of the profession of arms,but also to be men of integrity.
General J. Lawton CollinsFormer Army Chief of Staff
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PERSONALCOURAGE
Face fear, danger, or adversity
The concept of professional courage doesnot always mean being as tough as nailseither. It also suggests a willingness to listento the soldiers’ problems, to go to bat forthem in a tough situation, and it meansknowing just how far they can go. It alsomeans being willing to tell the boss whenhe’s wrong.
Former Sergeant Major of the Army William Connelly
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WHAT A LEADER MUST BE-LEADERS ATTRIBUTES-
Leadership is not a natural trait, somethinginherited like the color of eyes orhair…Leadership is a skill that can bestudied, learned and perfected by practice.
MENTAL ATTRIBUTES EMOTIONAL ATTRIBUTES
PHYSICAL ATTRIBUTESWILL
SELF DISCIPLINE
INITIATIVE
JUDGEMENT
SELF-CONFIDENCE
INTELLIGENCE
CULTURAL AWARENESS
HEALTH FITNESS
PHYSICAL FITNESS
MILITARY ANDPROFESSIONAL BEARING
SELF CONTROL
BALANCE
STABILITY
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WHAT A LEADER MUSTKNOW
-LEADER SKILLSCATEGORIES-
INTERPERSONAL TACTICAL
CONCEPTUAL TECHNICAL
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LEADERSHIP SKILLS-INDIVIDUAL/SMALL GROUP-
INTERPERSONAL SKILLS CONCEPTUAL SKILLS
TECHNICALTACTICAL
COMMUNICATING
SUPERVISING
COUNSELING
CRITICAL REASONING
CREATIVE THINKING
ETHICAL REASONING
REFLECTIVE THINKING
KNOWING EQUIPMENT
OPERATING EQUIPMENT
DOCTRINE
FIELDCRAFT
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LEADERSHIP SKILLS-ORGANIZATIONAL LEVEL-
INTERPERSONAL SKILLS CONCEPTUAL SKILLS
TECHNICALTACTICAL
UNDERSTANDING SOLDIERS
COMMUNICATING
SUPERVISING
ESTABLISHING INTENT
FILTERING INFORMATION
UNDRSTANDING SYSTEMS
SYNCHRONIZATION
ORCHESTRATION
MAINTAINING CRITICAL SKILLS
RESOURCING
PREDICTING 2d/3d ORDER EFFECTS
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LEADERSHIP SKILLS-STRATEGIC LEVEL-
INTERPERSONAL SKILLS CONCEPTUAL SKILLSCOMMUNICATING
USING DIALOGUE
NEGOTIATING
ACHIEVING CONSENSUS
BUILDING STAFFS
ENVISIONING
DEVELOPING FRAMESOF REFERENCE
DEALING W/ UNCERTAINTYAND AMBIGUITY
TECHNICAL
STRATEGIC ART
LEVERAGING TECHNOLOGY
TRANSLATING POLITICALGOALS INTO MILITARYOBJECTIVES
TACTICAL
SYNCHRONIZATION
ORCHESTRATION
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WHAT A LEADER MUST DO-LEADERS ACTIONS-
INFLUENCING
OPERATING
IMPROVINGCOMMUNICATING
DECISION MAKING
MOTIVATINGPLANNING ANDPREPARING
EXECUTING
ASSESSING
DEVELOPING
BUILDING
LEARNING
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WHAT A LEADER MUST DO-LEADERS ACTIONS-
THE LEADERSHIP ACTIONSINFLUENCING, OPERATING ANDIMPROVING ARE THE SAME AT ALLTHREE LEVELS OF LEADERSHIP.
NOTE:
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HUMAN DIMENSIONS
DISCIPLINE
MORALE
TAKING CARE OFSOLDIERS
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LEADERSHIP STRESS
-THREE TYPES-
COMBAT STRESS STRESS OF CHANGE
CLIMATE AND CULTURE STRESS
WILL AND WINNING IN BATTLE
STRESS IN TRAINING
TECHNOLOGY AND LEADERSHIP
LEADERSHIP AND THECHANGING THREAT
CLIMATE
CULTURE
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LEADERSHIP STYLESAND CONSEQUENCES
STYLES CONSEQUENCES
DIRECTING
PARTICAPATING
DELEGATING
TRANSFORMATIONAL
TRANSACTIONAL
INTENDED
UNINTENDED
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LEADERSHIP STYLESDEFINED
DIRECTING-THIS STYLE IS LEADER CENTERED. LEADERS USING THIS STYLE DON’T SOLICIT INPUTFROM SUBORDINATES AND GIVE DETAILEDINSTRUCTIONS ON HOW, WHEN, AND WHERE THEYWANT A TASK PERFORMED.
PARTICIPATING-THIS STYLE CENTERS ON BOTH THE LEADER AND THE TEAM. GIVEN A MISSION,LEADERS ASK SUBORDINATES FOR INPUT,INFORMATION, AND RECOMMENDATIONS BUTMAKE THE FINAL DECISIONS ON WHAT TO DOTHEMSELVES. THIS STYLE IS ESPECIALLYAPPROPRIATE FOR LEADERS WHO HAVE THE TIMEFOR SUCH CONSULTATION OR WHO ARE DEALINGWITH EXPERIENCED SUBORDINATES.
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DELEGATING-INVOLVES GIVING SUBORDINATES THE AUTHORITY TO SOLVEPROBLEMS AND MAKE DECISIONS WITHOUTCLEARING THEM THROUGH THE LEADER.LEADERS WITH MATURE AND EXPERIENCEDSUBORDINATES OR WHO WANT TO CREATE ALEARNING EXPERIENCE FOR SUBORDINATESOFTEN NEED ONLY TO GIVE THEM THEAUTHORITY TO MAKE DECISIONS, THENECESSARY RESOURCES, AND A CLEARUNDERSTANDING OF THE MISSION’SPURPOSE. AS ALWAYS THE LEADER ISULTIMATELY RESPONSIBLE FOR WHAT DOESOR DOES NOT HAPPEN, BUT IN DELEGATINGLEADERSHIP STYLE, THE LEADER HOLDS THESUBORDINATE LEADERS RESPONSIBLE FORTHEIR ACTIONS.
LEADERSHIP STYLESCONTINUED
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LEADERSHIP STYLESCONTINUED
TRANSFORMATIONAL-ALLOWS YOU TO TAKE ADVANTAGE OF THE SKILLS AND KNOWLEDGE OFEXPERIENCED SUBORDINATES WHO MAY HAVEBETTER IDEAS ON HOW TO ACCOMPLISH AMISSION.
TRANSACTIONAL-MOTIVATING SUBORDINATES TO WORK BY OFFERING REWARDS ORTHREATENING PUNISHMENT. PRESCRIBES TASKASSIGNMENTS IN WRITING. OUTLINING ALL THECONDITIONS, THE APPLICABLE RULES ANDREGULATIONS, THE BENEFITS OF SUCCESS, ANDTHE CONSEQUENCES-TO INCLUDE POSSIBLEDISCIPLINARY ACTIONS-OF FAILURE.“MANAGEMENT-BY-EXCEPTION,” WHERELEADERS FOCUS ON THEIR SUBORDINATES’FAILURES’ SHOWING UP ONLY WHEN SOMETHINGGOES WRONG.
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LEADERSHIPCONSEQUENCES
(TWO TYPES)
INTENDED CONSEQUENCES- ARE ANTICIPATED RESULTS OF A LEADER’S DECISIONS ANDACTIONS.
UNINTENDED CONSEQUENCES- ARE THE RESULTS OF THINGS A LEADER DOES THAT HAVEAN UNPLANNED IMPACT ON THE ORGANIZATIONOR ACCOMPLISHMENT OF THE MISSION.
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Leaders of character andcompetence act to achieve
excellence by developing a forcethat can fight and win the nation’s
wars and serve the commondefense of the United States.
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SUMMERIZED CHANGESFM22-100
DEFINITION OF LEADERSHIP
LEADERSHIP LEVELS
VALUES
LEADERSHIP SKILLS
LEADERSHIP STYLES
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