NS2 2.1 NJROTC Leadership

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Bishop Kenny NS2 NJROTC Leadership

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NS2 2.1 NJROTC Leadership

  1. 1. CHAPTER 1 NJROTC LEADERSHIP
  2. 2. LESSON TOPIC OBJECTIVES: Cite two advantages of unit leadership. Explain the three things required for leadership positions to exist. Explain the relationship between good followership and good leadership.
  3. 3. LESSON TOPIC OBJECTIVES : cont.. Explain that personal relationships determine a leader's overall effectiveness. Describe at least ten character traits of an effective leader.
  4. 4. Now in your second year of NJROTC, you may have advanced to petty officer third or second class with leadership duties in a squad or platoon.
  5. 5. Drill Team You may now be a member of:
  6. 6. You may have advanced, but if not, keep trying. You will advance when you are qualified and there are openings. The key to advancement is to be ready and at the door when the door opens.
  7. 7. Meanwhile, as an experienced cadet, you can and should help cadets in NS1. Everyone must help, so the unit will be a good team.
  8. 8. ~ Squad Leaders ~ Assistant squad leaders ~ Platoon Guides have special responsibilities
  9. 9. LEADERSHIP Know your responsibilities. Look after, guide, and train others.
  10. 10. Your first rule must be to set the best example possible.
  11. 11. Example One that is representative of a group as a whole One serving as a pattern of a specific kind
  12. 12. Your uniform should be: • clean • pressed • neat • ship-shape with squared away awards and insignia, and without loose or dangling threads. Your shoes should always be shined as another way to set the example.
  13. 13. It is better (and easier) to answer a question by showing an example, to assist the telling.
  14. 14. Your NJROTC Cadet Field Manual is a good reference on how to wear the uniform correctly.
  15. 15. Setting an example with: ~ proper uniform ~ taking direction ~ sharp marching ~ snappy salutes will be a better guide than what you say.
  16. 16. Your subordinates will learn more by watching and following your example than by what you tell them. Saying it but not doing it is unsatisfactory (unsat).
  17. 17. Subordinate Belonging to a lower class or rank; secondary Subject to the authority or control of another
  18. 18. Leadership and responsibility begin with setting the example yourself.
  19. 19. Responsibility The social force that binds you to your obligations and the courses of action demanded by that force The proper sphere or extent of your activities A form of trustworthiness; the trait of being answerable to someone for something or being responsible for one’s conduct
  20. 20. Leadership depends on three things. Each leader may have a different approach yet be equally successful.
  21. 21. Followership The act or condition of following a leader; adherence
  22. 22. After learning to be good followers the first year, "Able leaders emerge from the ranks of able followers."
  23. 23. Effective leadership at the top depends on effective leadership at lower levels. Cadet officers work their way up, gradually becoming better leaders as they mature in experience, age, and ra
  24. 24. Even so-called natural leaders have to develop through experience, by handling increasingly complex situations while learning from Admiral successes and Chester Nimitz failures.
  25. 25. Some people may have a flair for leadership through: ~ appearance ~ stature ~ academics ~ athletics ~ speeches ~ command presence
  26. 26. Command To direct with authority; give orders to To have control or authority over; rule To exercise dominating, authoritative influence over
  27. 27. Anything may give early leaders a head start, but they must also have initiative and a willingness to lead. Some early leaders will fade; others will emerge after a slow start. Leadership is not easily taught or learned, but leaders are made, not born.
  28. 28. Initiative The power or ability to begin or to follow through energetically with a plan or task; enterprise and determination
  29. 29. Leaders must use their experiences, but also learn from new situations. Successful leaders analyze their styles, adjust, and improve with each new job. NJROTC seeks to help each cadet gain leadership experience that will be useful in almost any situation.
  30. 30. As a second year cadet, you now have experience as a follower and are in a position to guide and help this year’s new cadets into the unit.
  31. 31. School and Program Directives You have already learned that to be a good leader, you must first be a good follower. All levels must be able to take orders.
  32. 32. Orders A command given by a superior requiring obedience, as in the execution of a task
  33. 33. To be a leader, you must be dedicated to leadership itself, to the job you are given, and to accomplishing the required work with your teammates.
  34. 34. As a leader, you must be more self disciplined in your appearance, dress, and conduct, at all times setting high standards by example for your followers.
  35. 35. Disciplined To train by instruction and practice, especially to teach self-control to Trained mentally or physically by instruction or exercise
  36. 36. As a cadet officer, you will not be making life-depending decisions, but your experiences are a beginning. With input from your group, you will study pros and cons, then decide how to best get the job done. With responsibility to seniors, subordinates, job, and unit, you will learn to work effectively with others. U.S. Navy Memorial Explosive Ordnance Disposal
  37. 37. Pros and Cons The favorable and the unfavorable factors or reasons; advantages and disadvantages
  38. 38. Three basic things to remember in developing leadership abilities: Know your business. Know yourself. Know your personnel.
  39. 39. NJROTC optional programs/activities to develop leadership skills. ~ each about 2 weeks with travel. • Basic Leadership Training • Leadership Academies • Summer programs
  40. 40. In addition, field trips to various Navy bases, ships, and air stations are a good way to learn about the Navy and its people.
  41. 41. Leaders must associate with seniors, peers, juniors, and the public. Those relationships will greatly affect your leadership effectiveness.
  42. 42. These associations are called personal relations.
  43. 43. Personal Relations The manner in which an individual interacts with others
  44. 44. Few truly great leaders of the world reached their positions without outstanding personal and social traits. These traits make up the leader’s personality.
  45. 45. Traits A distinguishing characteristic or quality, especially of one’s personal nature
  46. 46. Personality is the ability to talk to large groups and still make each person feel that he or she is being talked to alone. Everyone has a desire for recognition. Leaders must know and remember this.
  47. 47. President President Admiral Abraham Lincoln Andrew Jackson Chester Nimitz These great leaders of the past achieved much because they got along so well with people who would feel comfortable and welcome in their presence.
  48. 48. This special quality of leadership is really just an unselfish, friendly interest in people. A simple “Good morning!” or work question can let a subordinate know they are recognized and valued.
  49. 49. A LEADER: Must have the cooperation of those within their unit. A warm, friendly, personality makes people feel they are glad to be a member of the organization.
  50. 50. Organization Something made up of elements with varied functions that contribute to the whole and to collective functions A group of people who work together
  51. 51. This feeling, being proud of the other people in the same group, is called esprit de corps, pride in the organization.
  52. 52. Esprit de Corps A sense of unity and of common interests and responsibilities, as developed among a group of persons closely associated in a task, cause, enterprise, etc.
  53. 53. Respect from subordinates is not something to be demanded or commanded; it must be earned. Leaders must counsel and guide subordinates without breaking discipline, the chain of command, or being a “buddy.”
  54. 54. Respect A feeling of appreciative, often deferential regard; esteem The state of being regarded with honor or esteem Willingness to show consideration or appreciation
  55. 55. If there is one key to successful leadership, it is probably fairness, fairness in opportunity, assignment, work, and recognition. This, above all, every effective leader must practice.
  56. 56. Fairness Marked by impartiality and honesty: free from self-interest, prejudice, or favoritism
  57. 57. To be an effective leader, there are certain traits a person must have. U.S. Navy Memorial John Paul Jones Some of them are:
  58. 58. ESSENTIAL QUALITIES OF LEADERSHIP LOYALTY... ...To country, is a must ...To seniors, serve reliably and well ...To juniors, consider their well-being
  59. 59. Loyalty A feeling or attitude of devoted attachment and affection Faithfulness to commitments or obligations
  60. 60. There are other loyalties to relatives, friends, and beliefs, but foremost is loyalty to yourself. “To thine own self be true, and...thou canst not be false to any man.” Shakespeare
  61. 61. ESSENTIAL QUALITIES OF LEADERSHIP COURAGE... physical and moral The most traditional trait of a leader is courage. At one time, this meant physical courage only. Today it implies a willingness to attempt a mission in spite of the danger.
  62. 62. ESSENTIAL QUALITIES OF LEADERSHIP COURAGE… physical and moral …Physical: training, education, drill, and professional preparation can lay the foundation.
  63. 63. ...Moral Courage: • stand up for beliefs • make honest calls • admit mistakes Never compound the honest mistake with a lie or cover-up. Most know right from wrong. It takes moral courage to do right when under pressure to do wrong or break the law.
  64. 64. Moral Conforming to standards of what is right or just in behavior; virtuous: Arising from conscience or the sense of right and wrong
  65. 65. ESSENTIAL QUALITIES OF LEADERSHIP HONOR: Proper sense of right and wrong NJROTC cadet is expected to be a person of honor, whose integrity is above reproach.
  66. 66. Honor Principled uprightness of character; personal integrity A code of integrity, dignity, and pride
  67. 67. ESSENTIAL QUALITIES OF LEADERSHIP HONESTY: Refusing to lie, cheat, or steal Honesty is so important it is written into the honor code at each service academy. There are no degrees of honesty.
  68. 68. Truthfulness: telling things the way they truly are without deception. Sailors and Marines must be able to trust in the honor, honesty, and truthfulness of shipmates. A leader must possess these qualities to command respect, confidence, and obedience.
  69. 69. Obedience Dutiful or submissive behavior with respect to another person
  70. 70. Disobedience The trait of being unwilling to obey
  71. 71. ESSENTIAL QUALITIES OF LEADERSHIP FAITH: Another word for confidence There are several kinds of faith: Faith in one’s leaders, subordinates, and the cause for which one is working. Faith in oneself is self-confidence. Self-confidence gains respect from others.
  72. 72. Self-confidence Freedom from doubt; belief in yourself and your abilities
  73. 73. From losing faith, follows losing trust and loyalty to leaders and subordinates. Such a person then loses trust and loyalty from the same leaders and Major General Benedict Arnold subordinates.
  74. 74. Faith in a cause is essential to victory. A weakening of faith is almost always followed by a lowering of morale, demoralization, disintegration, and defeat. Leaders who believe in their service, their chain of command, and themselves, will see their attitude reflected in those around them.
  75. 75. Morale The state of the spirits of a person or group as exhibited by confidence, cheerfulness, discipline, and willingness to perform assigned tasks The spirit of a group that makes the members want the group to succeed
  76. 76. ESSENTIAL QUALITIES OF LEADERSHIP SENSE OF HUMOR: The ability to see humor in a situation is a valuable asset. Laughter can be a curing medicine to relieve tension. A leader who sees humor in a situation can relax subordinates, while restoring confidence and positive thinking.
  77. 77. ESSENTIAL QUALITIES OF LEADERSHIP MODESTY… A truly great person lets accomplishments speak louder than any words. While maintaining pride in one’s self, a leader must not develop too high an opinion of self. U.S. Navy Memorial The Silent Service
  78. 78. ESSENTIAL QUALITIES OF LEADERSHIP MODESTY: Quiet dignity, even humility indicates great character and experience. Self-magnification is improper, often unpleasant, and normally unsuccessful. A leader does not let self-importance override concern for subordinates.
  79. 79. ESSENTIAL QUALITIES OF LEADERSHIP SELF CONFIDENCE: With experience, increased skills, professional knowledge, and a positive attitude, a leader gains self confidence and loses the fear of failure. Taking on the tougher jobs may bring an occasional failure, but learning from the failure and bouncing back for another job marks a leader’s development.
  80. 80. ESSENTIAL QUALITIES OF LEADERSHIP COMMON SENSE: A leader is able to see and react to things as they are.
  81. 81. ESSENTIAL QUALITIES OF LEADERSHIP GOOD JUDGEMENT: With training and discipline, a leader gains the ability to analyze and draw correct conclusions. Greater knowledge increases a leader’s qualifications to make good judgments.
  82. 82. Judgment The mental ability to perceive and distinguish relationships; discernment The capacity to form an opinion by distinguishing and evaluating The capacity to assess situations or circumstances and draw sound conclusions; good sense
  83. 83. ESSENTIAL QUALITIES OF LEADERSHIP TACT: Using good judgment to speak and act in a diplomatic way, leaders do not offend seniors, peers, or juniors.
  84. 84. Tact Acute sensitivity to what is proper and appropriate in dealing with others, including the ability to speak or act without offending Consideration in dealing with others and avoiding giving offence
  85. 85. ESSENTIAL QUALITIES OF LEADERSHIP COMMON SENSE/GOOD JUDGEMENT: Good leaders use common sense and good judgment to solve problems. In their deliberations, they include similar experiences of others. Good leaders recognize and appreciate needs and personalities of subordinates. U.S. Navy Memorial Women in the Navy
  86. 86. ESSENTIAL QUALITIES OF LEADERSHIP HEALTH AND ENERGY: Without health and personal energy, there is little stamina to withstand the demands of leadership. A leader needs to know when to take a periodic break to remain sharp, and when to delegate work to subordinates.
  87. 87. ESSENTIAL QUALITIES OF LEADERSHIP OPTIMISM: An effective leader is usually healthy, energetic, and optimistic with a “Can Do!” attitude that inspires juniors and seniors alike.
  88. 88. Inspire To stimulate to action; motivate To be the cause or source of; bring about
  89. 89. ESSENTIAL QUALITIES OF LEADERSHIP OPTIMISM: An optimist’s opposite is a pessimist, always looking for reasons a job cannot be done. An effective leader is usually an optimistic winner.
  90. 90. ESSENTIAL QUALITIES OF LEADERSHIP SENSE OF RESPONSIBILITY: Leaders will think independently and take initiative in their jobs. They accept assignments, pleasant or unpleasant, and stay with it until properly completed.
  91. 91. ESSENTIAL QUALITIES OF LEADERSHIP CONCERN FOR PEOPLE: Leaders must know their people. NJROTC leaders should know all cadets in their class and most in their unit. Field trips, formations, and social events are good opportunities. These activities build teamwork, a must for success as a unit and as a leader.
  92. 92. Successful leaders are known by the people they develop into new leaders. One of a leader’s most important jobs is to recommend subordinates for recognition or promotion. To do this, leaders must know their juniors in order to evaluate them fairly and accurately.
  93. 93. All hands should be kept informed on what is going on, when it will happen, how it will affect them, and what is expected of them. Good leaders keep their people informed. Subordinates will cooperate more and support their unit with more esprit de corps if they know what is occurring and why.
  94. 94. SUMMARY • Leaders must know the capabilities of each group member and how to task. • Leaders must be self-confident, keep mission focused, and know how to manage appropriate stresses. • Leaders must be willing to cheerfully, imaginatively, complete work and take on increased responsibilities.
  95. 95. What are four positions of leadership attainable by a second year cadet?
  96. 96. What are four positions of leadership attainable by a second year cadet? a. Petty officer b. Squad leader c. Assistant squad leader d. Platoon leader
  97. 97. What are the three things upon which leadership depends?
  98. 98. What are the three things upon which leadership depends? 1. The leader 2. The followers 3. The job to be done
  99. 99. What are the three basic things to remember as you develop your leadership abilities?
  100. 100. What are the three basic things to remember as you develop your leadership abilities? 1. Know your business 2. Know yourself 3. Know your personnel
  101. 101. TRUE or FALSE. As a squad leader, your first rule must be to set the best example possible to other cadets.
  102. 102. TRUE or FALSE. As a squad leader, your first rule must be to set the best example possible to other cadets. TRUE.
  103. 103. TRUE or FALSE. As a squad leader, it is essential that you know all of your responsibilities.
  104. 104. TRUE or FALSE. As a squad leader, it is essential that you know all of your responsibilities. TRUE.
  105. 105. What is the difference between physical and moral courage?
  106. 106. What is the difference between physical and moral courage? Physical courage means deeds of daring which involved the danger of death. Moral courage means being able to stand up for one’s beliefs, to call things as honestly seen, to admit a mistake.
  107. 107. Why is humor (at the right time and place) an asset to a leader?
  108. 108. Why is humor (at the right time and place) an asset to a leader? It can ease tension and restore morale.
  109. 109. What are three basic things one must remember when developing leadership techniques?
  110. 110. What are three basic things one must remember when developing leadership techniques? a. Know your business. b. Know yourself. c. Know your personnel.
  111. 111. Why are common sense and good judgment essential qualities of a leader?
  112. 112. Why are common sense and good judgment essential qualities of a leader? They enable a person to make good decisions
  113. 113. Name some great American leaders who had that special personal trait known as "the common touch."
  114. 114. Name some great American leaders who had that special personal trait known as "the common touch." a. Abraham Lincoln b. Andrew Jackson c. Chester Nimitz
  115. 115. What does "esprit de corps" mean?
  116. 116. What does "esprit de corps" mean? Pride in an organization or unit
  117. 117. TRUE or FALSE. Leaders are born, not made.
  118. 118. TRUE or FALSE. Leaders are born, not made. FALSE.
  119. 119. How are leadership skills developed?
  120. 120. How are leadership skills developed? Through training and experience
  121. 121. Can leaders learn from their failures?
  122. 122. Can leaders learn from their failures? Yes
  123. 123. What are some essential personal qualities that a good leader must demonstrate?
  124. 124. What are some essential personal qualities that a good leader must demonstrate? a. Loyalty b. Courage (1) Physical courage (2) Moral courage c. Honesty d. Truthfulness e. Faith
  125. 125. What are some essential personal qualities that a good leader must demonstrate? f. Sense of humor g. Modesty h. Self-confidence i. Common sense and good judgment j. Health/energy/optimism k. Sense of responsibility l. Concern for people
  126. 126. Why is maintaining good appearance, dress, and conduct important?
  127. 127. Why is maintaining good appearance, dress, and conduct important? You will influence your followers and they will imitate your bad actions as well as your good.
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