Leadership Overview 2000

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  • Leadership Overview 2000

    1. 2. PRESENTATION AIM To provide an overview of Army leadership
    2. 3. Format <ul><li>Definitions </li></ul><ul><li>The effective leader </li></ul><ul><li>Vision and Change </li></ul><ul><li>Video </li></ul><ul><li>Where does AATC fit in </li></ul><ul><li>Establish Ground Rules </li></ul><ul><li>Goal Setting SSgt Ahradsen </li></ul>
    3. 4. T ogether E veryone A chieves M ore A team is a small group of people with complimentary skills, committed to a common PURPOSE. They have common objectives and need to work together to achieve them. The Definition of a Team
    4. 5. Leadership Defined Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization. “ Wars may be fought by weapons, but they are won by men. It is the spirit of the men who follow and the man who leads that gains victory” General George Patton
    5. 6. Management Defined Management is the planning,organising,directing and controlling of organisational processes and resources in the pursuit of organisational goals The commanding officer at any level should centre his attention on the most important and most significant problem or action of the whole situation he is handling and not on any other problem Mao Tse Tung
    6. 7. Other Definitions <ul><li>Vision an ideal and unique image of the future </li></ul><ul><li>Strategy A Plan or action or policy </li></ul><ul><li>Paradigm A set of rules and regulations for solving problems </li></ul><ul><li>Culture The shared attitudes, values, goals and behaviours of an organisation </li></ul><ul><li>Values Principles and standards and moral beliefs that shape a persons behaviour </li></ul><ul><li>Climate How people feel about their organisation right now </li></ul>
    7. 8. LEVELS OF LEADERSHIP NCOs like to make a decision right away and move on to the next thing…so the higher up the flagpole you go, the more you have to learn a very different style of leadership. Command Sergeant Major Douglas E. Murray United States Army Reserve
    8. 9. LEVELS OF LEADERSHIP NCOs like to make a decision right away and move on to the next thing…so the higher up the flagpole you go, the more you have to learn a very different style of leadership. Command Sergeant Major Douglas E. Murray United States Army Reserve
    9. 10. What a leader must be, know, and do
    10. 11. What a Leader must be <ul><li>Loyalty </li></ul><ul><li>Duty </li></ul><ul><li>Respect </li></ul><ul><li>Selfless Service </li></ul><ul><li>Honor </li></ul><ul><li>Integrity </li></ul><ul><li>Personal Courage </li></ul><ul><li>Mental Attributes </li></ul><ul><li>Physical Attributes </li></ul><ul><li>Emotional Attributes </li></ul>
    11. 12. What a Leader must be <ul><li>Loyalty </li></ul><ul><li>Duty </li></ul><ul><li>Respect </li></ul><ul><li>Selfless Service </li></ul><ul><li>Honor </li></ul><ul><li>Integrity </li></ul><ul><li>Personal Courage </li></ul>
    12. 13. What a Leader must know <ul><li>Interpersonal skills </li></ul><ul><li>Conceptual skills </li></ul><ul><li>Technical skills </li></ul><ul><li>Tactical skills </li></ul>
    13. 14. What a Leader must do <ul><li>Influencing Communicating Decision Making Motivating </li></ul><ul><li>Operating Planning and Preparing Executing Assessing </li></ul><ul><li>Improving Developing Building Learning </li></ul>
    14. 15. Influencing “Emotional Intelligence” <ul><li>The ABC of Motivation A ntecedents B ehaviour C onsequences “Away from” and “Towards” Motivational behaviour </li></ul><ul><li>The five components of Emotional Intelligence (EQ) at Work -Self Awareness -Empathy -Social Skill -Self Regulation -Motivation </li></ul>
    15. 16. Anyone can become angry - that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way - that is not easy Aristotle
    16. 17. Operating “Functional Leadership” <ul><li>Planning </li></ul><ul><li>Initiating </li></ul><ul><li>Controlling </li></ul><ul><li>Supporting </li></ul><ul><li>Informing </li></ul><ul><li>Evaluating </li></ul>Task Group Individual
    17. 18. The Situational Leadership Model for Leading and Developing Teams and Leaders Forming Storming Norming Performing IMPROVING
    18. 19. CHARACTERISTICS OF HIGH PERFORMING TEAMS <ul><li>Clear Direction/Feedback </li></ul><ul><li>Customer Focus </li></ul><ul><li>Detailed Plans </li></ul><ul><li>Clearly Defined Roles </li></ul><ul><li>Commitment </li></ul><ul><li>Decision Making </li></ul><ul><li>Problem Solving </li></ul><ul><li>Shared Leadership </li></ul><ul><li>Open Communication </li></ul><ul><li>Change Management </li></ul><ul><li>Conflict Management </li></ul><ul><li>Innovation- Creativity </li></ul><ul><li>Positive Reinforcement </li></ul><ul><li>Team Assessment </li></ul><ul><li>Rules and Procedures </li></ul>
    19. 20. WHAT ARE OUR VALUES THAT CONTRIBUTE TO A CULTURE OF LEADERSHIP, LEARNING AND PERFORMANCE <ul><li>Integration of individual and organisational needs Choice, freedom and responsibility </li></ul><ul><li>Dignity, integrity, self worth and fundamental rights </li></ul><ul><li>Co-operation and collaboration </li></ul><ul><li>Authenticity and openness </li></ul><ul><li>Effectiveness, efficiency, interdependence and alignment </li></ul><ul><li>A holistic, systemic vantage point and orientation towards stakeholders </li></ul><ul><li>Participation, confrontation and adaptability </li></ul>
    20. 21. Vision - An ideal and unique image of the future “ ...leaders design compelling visions for their organisations and inspire a collaborative effort to articulate the vision in detail. They then communicate that vision clearly and use it to create a plan, gain support, and focus subordinates’ work. …. leaders have the further responsibility of defining for their diverse organisations what counts as success in achieving the vision.” <ul><li>Vision ultimately should provide purpose motivation and direction for everyone in the team </li></ul><ul><li>Vision precedes planning </li></ul><ul><li>Should create energy, inspiration, commitment, and a sense of belonging and worth </li></ul>
    21. 22. <ul><ul><li>THE ARMY VISION </li></ul></ul><ul><li>The New Zealand (NZ) Army is and will continue to be New Zealand’s most utilised military response force. The Army is able to quickly provide a flexible range of options to the Government.The Army can support the Police and Emergency Services; and provide a range of options from individuals to a complete battalion group for peace support options, low level emergencies in the region or collective security operations with Allies. The future Army - the Army of 2015 and beyond - must be just as versatile, responsive and flexible. In order to retain its utility to Government, the Army must respond to the significant demographic changes that New Zealand faces in the future. An ageing work force will result in the Army being in competition with industry and commerce for military age people. </li></ul><ul><li>VISION STATEMENT </li></ul><ul><li>The future NZ Army will be an agile, mobile, technologically advanced force. Future force deployments will be harder hitting and capable of a wide range of tasks than at present. The Army is likely to be smaller, truly multi-cultural, and include a higher proportion (perhaps 50%) of women. The Territorial Force (TF) will provide a leadership base useful to the community as well as providing the capability of an expansion base if required. The TF will also play a major role in assisting disadvantaged youth. </li></ul>
    22. 23. EFFECTIVE LEADERSHIP AT ALL LEVELS WILL BE THE SINGLE MOST IMPORTANT SUCCESS FACTOR IN ACHIEVING THE ARMY VISION CHALLENGING THE PROCESS DEALING WITH CHANGE “ You can and should shape your own future, if you don’t, somebody else surely will.” J Barker 1990 PARADIGMS CAN BE THE MAIN BARRIER TO INNOVATION AND CHANGE WITHIN ORGANISATIONS
    23. 24. MOVIE QUESTIONS
    24. 26. The Leader Commandments <ul><li>Challenging the process </li></ul><ul><li>Inspiring a shared vision </li></ul><ul><li>Enabling others to act </li></ul><ul><li>Modelling the way </li></ul><ul><li>Encouraging the heart </li></ul>

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