The document outlines the agenda and goals for a briefing on leader development within the 2/3 Cavalry Regiment for fiscal year 2012. It discusses defining leadership and the importance of developing leaders. The briefing covers the Army's model for basic leader development and outlines the regiment's planned focus areas for each quarter of the fiscal year, including management, technical competency, and tactical competency. It emphasizes developing adaptive leaders through structured education programs targeting command teams, junior officers, and NCOs.
This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give or take on how you like presenting.
This document discusses basic army leadership. It defines leadership as influencing people to accomplish goals by providing purpose, direction and motivation. An army leader is anyone who inspires people to achieve organizational aims through their role or responsibilities. Army leaders demonstrate character, presence and intellectual capacity. They lead others through core competencies of leading, developing and achieving. The document stresses the importance of continual self-examination and setting leadership development goals.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
The document discusses the differences between management and leadership based on responses from 162 professionals. Some key differences highlighted include:
- Management focuses on efficiency, tasks, and process, while leadership focuses on vision, inspiring change, and effectiveness.
- Managers gain authority through position, while leaders gain it through influence and character.
- Leaders see opportunities and seize vision, while managers see risks and focus on reducing threats.
- The best organizations value both management and leadership working together.
The document discusses the principles of leadership and outlines two types of military leadership: authoritarian and persuasive. It defines leadership as influencing others to obtain willing obedience and cooperation to accomplish a mission. It then lists and describes 12 principles of leadership, including knowing yourself, being technically proficient, setting an example, keeping subordinates informed, building a team, and employing your unit according to its capabilities.
Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others
This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give or take on how you like presenting.
This document discusses basic army leadership. It defines leadership as influencing people to accomplish goals by providing purpose, direction and motivation. An army leader is anyone who inspires people to achieve organizational aims through their role or responsibilities. Army leaders demonstrate character, presence and intellectual capacity. They lead others through core competencies of leading, developing and achieving. The document stresses the importance of continual self-examination and setting leadership development goals.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
The document discusses the differences between management and leadership based on responses from 162 professionals. Some key differences highlighted include:
- Management focuses on efficiency, tasks, and process, while leadership focuses on vision, inspiring change, and effectiveness.
- Managers gain authority through position, while leaders gain it through influence and character.
- Leaders see opportunities and seize vision, while managers see risks and focus on reducing threats.
- The best organizations value both management and leadership working together.
The document discusses the principles of leadership and outlines two types of military leadership: authoritarian and persuasive. It defines leadership as influencing others to obtain willing obedience and cooperation to accomplish a mission. It then lists and describes 12 principles of leadership, including knowing yourself, being technically proficient, setting an example, keeping subordinates informed, building a team, and employing your unit according to its capabilities.
Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
The Creed of the Noncommissioned Officer outlines the responsibilities and standards of conduct for noncommissioned officers. It states that noncommissioned officers must conduct themselves professionally and bring credit to the military. Their top priorities are accomplishing their mission and ensuring the welfare of their soldiers. Noncommissioned officers will maintain technical and tactical proficiency, fulfill their leadership role, provide outstanding leadership to all soldiers, and communicate consistently with soldiers.
This document discusses military leadership and followership. It defines leadership as directing others' behavior to accomplish common objectives. Leadership requires understanding followers' motivations and communicating effectively. The three main leadership styles are authoritarian, participative, and delegative. Followership involves adhering to a leader and enabling good leadership. There are different types of followers from isolators to activists. Rules of followership include supporting leaders' decisions even if unpopular and fighting with leaders privately if necessary.
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
The document summarizes three basic leadership styles described in the book "The Big 3 Management Styles" by Paul B. Thornton: directing, discussing, and delegating. The directing style involves managers telling employees what to do, how to do it, and when to complete it. The discussing style involves managers asking questions to solicit employee ideas and opinions. The delegating style involves managers assigning tasks to employees and giving them authority to make decisions to complete the work.
Management involves coordinating resources like people, money, materials and methods to achieve organizational goals like profits and sales. A manager "gets things done through people." Leadership transforms average teams into superstars by inspiring workers to achieve greatness. A leader transforms visions into reality by setting a direction and motivating followers with passion and ideas. While managers focus on stability and details, leaders focus on long-term change and empowering people. Leaders inspire with heart while managers plan with the head.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document outlines the 5 levels of leadership:
1) Position leadership - Authority comes from one's title or job responsibilities.
2) Permission leadership - Influence increases through developing relationships and empowering others.
3) Production leadership - A leader gets results and meets goals.
4) People development leadership - A leader builds other leaders through mentoring and coaching.
5) Personhood leadership - People follow because of who the leader is and what they represent. The highest level of trust is achieved.
"The Making of a Leader: Dwight D. Eisenhower" (Military review 20090228_art010)Steadman1005
A brief but valuable look at the diverse career of General Dwight D. Eisenhower. By Colonel Robert C. Carroll, U.S. Army, Retired, published in Military Review, Jan-Feb 2009.
This treatise on the recent shortcomings of the Army organizational culture challenges leaders at all levels to evaluate their personal leadership practices and their application of Army policies.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
1) The initiative "Leadership for C.H.A.N.G.E." aims to help people turn their dreams into reality through transformational leadership training. It is a collaboration between Innovative Management Services in Pakistan and Intelligent Systems Services LLC.
2) The training is based on lessons from the book "A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P." and will teach principles of world-class leadership behaviors.
3) The initiative aims to serve as a regional thought leader in business transformation and help emerging countries maximize opportunities through partnerships and
Project Managers (PMs) are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.
In this engaging, participatory session, participants learned about what it takes to become successful change leaders. Specifically, we discussed:
• The one method that makes a change initiative 10 times more likely to succeed.
• The six ways of creating change in organizations.
• How PMs can use the six way to help create change.
• How PMs can choose the best fit for their project.
This session was presented at the PMI Mass Bay Professional Development Day on May 5, 2012.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
This document provides a guide to leadership excellence with sections on who a true leader is, change management, taking initiative, problem solving, leading teams, and handling subordinates. A true leader guides others through action or direction, focuses on performance over experience, and serves as a role model. Leaders are made, not born, and must always look for opportunities to learn and improve. They set achievable goals, know the value of discipline and truth, and strive for self-improvement. Leading change requires influencing others through open communication and demonstrating new approaches. Initiatives require self-confidence, seizing the right moments, and addressing obstacles with an open mind. Problem solving involves being objective, prioritizing issues, breaking problems into tasks,
To successfully implement KM initiatives, organizations must demonstrate how KM provides value, gain buy-in from employees, focus on operational outcomes rather than activities, avoid jargon, work with employees rather than coerce them, focus on individual knowledge workers, avoid using rewards, and focus on understanding issues, decision-making, and taking action.
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.
The document discusses the Army's Structured Self-Development (SSD) program, which provides mandatory online training throughout a soldier's career to bridge operational and institutional learning domains. SSD consists of four levels that must be completed at various career points as a prerequisite for attending certain Noncommissioned Officer Education System courses. The SSD program aims to improve Army readiness by integrating self-development into a lifelong learning approach for soldiers. Statistics on enrollment and completion rates for different SSD levels in Fiscal Years 2011 and 2012 are also presented.
FINAL DRAFT, Change Management Simulation PresentationMatthew Urdan
This document discusses change management and building a pro forma model to lead change. It provides an introduction to a change management simulation where participants take on the role of director of product innovation at a sunglass company. The objectives are to practice diagnostic and action planning skills and gain insight into overcoming change resistance. Types of change covered include radical, incremental, and organizational restructuring. Managing radical versus incremental change is explored. Contingency factors like the political frame and environmental forces that influence change approaches are examined. The document demonstrates how to apply change levers like utilizing frames, goals/deadlines, and coalition building. Common missteps in change management are identified like incorrectly diagnosing a situation. Finally, recommendations are provided such as responding to
This document outlines the first lesson of a basic leadership training. It introduces the topic of leadership and asks questions about why people want to be leaders and what makes a good leader. The lesson defines a leader as someone who brings people from where they are to where they need to be. It contrasts leaders, who motivate and organize people, with managers, who provide the means and resources. As an assignment, students are asked to submit a one-page essay describing a leader and analyzing the behaviors that make them good or bad.
The document discusses key leadership skills and models. It covers the six traits of effective leaders: drive, desire to lead, integrity, self-confidence, intelligence, and job-relevant knowledge. It also discusses leadership styles in the managerial grid model and contingency model of leadership. The document then outlines the elements of high performing leadership, including being a vision creator, team builder, task allocator, people developer, and motivation stimulator. For each element, it provides details on the related skills and approaches.
The document discusses different levels of leadership in the Army: direct, organizational, and strategic. Direct leadership involves leading a small team face-to-face and influencing them indirectly through subordinates. Organizational leadership establishes policies and climate to support subordinate leaders. Strategic leadership prepares large commands for future roles by applying core competencies from direct and organizational leadership. An effective leader understands and practices these qualities at their operational level.
This document discusses leadership styles in the U.S. Army. It examines three leadership theories - the trait approach, skills approach, and situational leadership theory. It also discusses the importance of communication in leadership and how leadership styles affect communication. The document notes that organizational commitment in the Army comes from affective commitment, continuance commitment, and normative commitment. It briefly discusses the Army's role in workplace diversity.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
The Creed of the Noncommissioned Officer outlines the responsibilities and standards of conduct for noncommissioned officers. It states that noncommissioned officers must conduct themselves professionally and bring credit to the military. Their top priorities are accomplishing their mission and ensuring the welfare of their soldiers. Noncommissioned officers will maintain technical and tactical proficiency, fulfill their leadership role, provide outstanding leadership to all soldiers, and communicate consistently with soldiers.
This document discusses military leadership and followership. It defines leadership as directing others' behavior to accomplish common objectives. Leadership requires understanding followers' motivations and communicating effectively. The three main leadership styles are authoritarian, participative, and delegative. Followership involves adhering to a leader and enabling good leadership. There are different types of followers from isolators to activists. Rules of followership include supporting leaders' decisions even if unpopular and fighting with leaders privately if necessary.
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
The document summarizes three basic leadership styles described in the book "The Big 3 Management Styles" by Paul B. Thornton: directing, discussing, and delegating. The directing style involves managers telling employees what to do, how to do it, and when to complete it. The discussing style involves managers asking questions to solicit employee ideas and opinions. The delegating style involves managers assigning tasks to employees and giving them authority to make decisions to complete the work.
Management involves coordinating resources like people, money, materials and methods to achieve organizational goals like profits and sales. A manager "gets things done through people." Leadership transforms average teams into superstars by inspiring workers to achieve greatness. A leader transforms visions into reality by setting a direction and motivating followers with passion and ideas. While managers focus on stability and details, leaders focus on long-term change and empowering people. Leaders inspire with heart while managers plan with the head.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document outlines the 5 levels of leadership:
1) Position leadership - Authority comes from one's title or job responsibilities.
2) Permission leadership - Influence increases through developing relationships and empowering others.
3) Production leadership - A leader gets results and meets goals.
4) People development leadership - A leader builds other leaders through mentoring and coaching.
5) Personhood leadership - People follow because of who the leader is and what they represent. The highest level of trust is achieved.
"The Making of a Leader: Dwight D. Eisenhower" (Military review 20090228_art010)Steadman1005
A brief but valuable look at the diverse career of General Dwight D. Eisenhower. By Colonel Robert C. Carroll, U.S. Army, Retired, published in Military Review, Jan-Feb 2009.
This treatise on the recent shortcomings of the Army organizational culture challenges leaders at all levels to evaluate their personal leadership practices and their application of Army policies.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
1) The initiative "Leadership for C.H.A.N.G.E." aims to help people turn their dreams into reality through transformational leadership training. It is a collaboration between Innovative Management Services in Pakistan and Intelligent Systems Services LLC.
2) The training is based on lessons from the book "A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P." and will teach principles of world-class leadership behaviors.
3) The initiative aims to serve as a regional thought leader in business transformation and help emerging countries maximize opportunities through partnerships and
Project Managers (PMs) are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.
In this engaging, participatory session, participants learned about what it takes to become successful change leaders. Specifically, we discussed:
• The one method that makes a change initiative 10 times more likely to succeed.
• The six ways of creating change in organizations.
• How PMs can use the six way to help create change.
• How PMs can choose the best fit for their project.
This session was presented at the PMI Mass Bay Professional Development Day on May 5, 2012.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
This document provides a guide to leadership excellence with sections on who a true leader is, change management, taking initiative, problem solving, leading teams, and handling subordinates. A true leader guides others through action or direction, focuses on performance over experience, and serves as a role model. Leaders are made, not born, and must always look for opportunities to learn and improve. They set achievable goals, know the value of discipline and truth, and strive for self-improvement. Leading change requires influencing others through open communication and demonstrating new approaches. Initiatives require self-confidence, seizing the right moments, and addressing obstacles with an open mind. Problem solving involves being objective, prioritizing issues, breaking problems into tasks,
To successfully implement KM initiatives, organizations must demonstrate how KM provides value, gain buy-in from employees, focus on operational outcomes rather than activities, avoid jargon, work with employees rather than coerce them, focus on individual knowledge workers, avoid using rewards, and focus on understanding issues, decision-making, and taking action.
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.
The document discusses the Army's Structured Self-Development (SSD) program, which provides mandatory online training throughout a soldier's career to bridge operational and institutional learning domains. SSD consists of four levels that must be completed at various career points as a prerequisite for attending certain Noncommissioned Officer Education System courses. The SSD program aims to improve Army readiness by integrating self-development into a lifelong learning approach for soldiers. Statistics on enrollment and completion rates for different SSD levels in Fiscal Years 2011 and 2012 are also presented.
FINAL DRAFT, Change Management Simulation PresentationMatthew Urdan
This document discusses change management and building a pro forma model to lead change. It provides an introduction to a change management simulation where participants take on the role of director of product innovation at a sunglass company. The objectives are to practice diagnostic and action planning skills and gain insight into overcoming change resistance. Types of change covered include radical, incremental, and organizational restructuring. Managing radical versus incremental change is explored. Contingency factors like the political frame and environmental forces that influence change approaches are examined. The document demonstrates how to apply change levers like utilizing frames, goals/deadlines, and coalition building. Common missteps in change management are identified like incorrectly diagnosing a situation. Finally, recommendations are provided such as responding to
This document outlines the first lesson of a basic leadership training. It introduces the topic of leadership and asks questions about why people want to be leaders and what makes a good leader. The lesson defines a leader as someone who brings people from where they are to where they need to be. It contrasts leaders, who motivate and organize people, with managers, who provide the means and resources. As an assignment, students are asked to submit a one-page essay describing a leader and analyzing the behaviors that make them good or bad.
The document discusses key leadership skills and models. It covers the six traits of effective leaders: drive, desire to lead, integrity, self-confidence, intelligence, and job-relevant knowledge. It also discusses leadership styles in the managerial grid model and contingency model of leadership. The document then outlines the elements of high performing leadership, including being a vision creator, team builder, task allocator, people developer, and motivation stimulator. For each element, it provides details on the related skills and approaches.
The document discusses different levels of leadership in the Army: direct, organizational, and strategic. Direct leadership involves leading a small team face-to-face and influencing them indirectly through subordinates. Organizational leadership establishes policies and climate to support subordinate leaders. Strategic leadership prepares large commands for future roles by applying core competencies from direct and organizational leadership. An effective leader understands and practices these qualities at their operational level.
This document discusses leadership styles in the U.S. Army. It examines three leadership theories - the trait approach, skills approach, and situational leadership theory. It also discusses the importance of communication in leadership and how leadership styles affect communication. The document notes that organizational commitment in the Army comes from affective commitment, continuance commitment, and normative commitment. It briefly discusses the Army's role in workplace diversity.
Leadership in the Air Force requires both accomplishing the mission and caring for people. Effective leaders influence others to achieve the mission while also meeting the needs of their personnel. Key leadership traits include integrity, loyalty, commitment, energy, decisiveness, and selflessness. Leaders must know their job and people, set the example, communicate, educate, equip, motivate, and develop their team so that individuals work together toward shared goals. Every leadership situation requires understanding the mission, personnel, leader's style, and environmental context. Preparing for leadership involves studying principles, observing others, and gaining practice.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
The document discusses leadership development in the military, noting that it is critical to the military's mission and objectives. It states that embracing leadership fosters an agile culture and helps achieve strategic goals, as people desire quality leadership to assist with personal and professional development. Effective leaders provide a clear vision, motivate high performance, and treat people respectfully, fairly and ethically. Military leadership training over the next 10-15 years will focus on developing agile leaders and mirroring the challenges of the new international security environment.
The document outlines an army soldier's leadership philosophy which they developed over their six years of service. The soldier believes in establishing a clear vision, being organized, leading by example through participation in activities with soldiers, and setting tangible goals to keep everyone focused on achieving success. The leadership philosophy defines who the soldier is as an individual, soldier, and leader, and they will continuously reflect and develop themselves to improve.
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This document discusses the importance of positive leadership in the Navy. It outlines seven guiding principles for positive leadership: 1) Power of Positive, 2) Passion with Compassion, 3) Pride Projection, 4) Empowerment, 5) Projecting a Positive Attitude, 6) Success Education, and 7) Understanding Influence. Navy leaders are encouraged to mentor sailors, set a good example, empower others, maintain a positive attitude, educate on success, and understand how their leadership influences others. Positive leadership can boost morale and better prepare sailors to meet expectations.
Defining Your Leadership Style in a Performance-Based OrganizationApril Bright
To be an effective leader, you must learn to recognize that in different organizational situations, the style of leadership may need to change to be successful. This presentation discusses what defines a performance-based organization and how to improve accountability and responsibility. Attendees receive guidance on how to set expectations, how to achieve continued efficiency from a highly-focused group, how to push an underperforming group to productivity and how to be an effective leader to tenured vs. millennial employees.
This document provides an overview of military leadership training. It begins with definitions of leadership and discusses key aspects of being a leader such as roles, levels of leadership, and the Army Leadership Requirements Model. It also covers developing leadership presence and intellect. The document emphasizes that leadership is a process that can be developed through continuous learning, experiences, and self-reflection. Effective leaders operate with character, influence their teams to achieve objectives, and adapt to different situations.
This document discusses factors that contribute to the development of leadership skills. It summarizes that leadership is complex and influenced by a variety of variables, including personal traits, drives for power, training, experience, intelligence, competence, power, circumstances, and the needs of followers. The document then examines specific leadership traits, leadership drives, the debate around whether leaders are born versus made, formative experiences that shape leaders, the importance of both experience and training, different sources of power for leaders, and factors that enable charismatic leadership.
Evolution of Adaptive Military LeadershipShaun Lott
This document summarizes a thesis on the evolution of adaptive leadership in the military. It discusses how the asymmetric threats of terrorism have created a need for more adaptive leadership styles. It examines how the Army is developing adaptive leaders and the difference between task leaders and social specialists. It also explores developing leadership theory and adapting leadership styles to different situations.
This document provides an overview of a session on leadership mastery by Bill McBride. The session will explore different types of leadership including inspirational, organizational, and situational leadership. It will also discuss developing leadership in flat organizations. Leadership skills can be learned and include gaining respect, building effective teams, remaining calm in crises, and accomplishing more. The document outlines some of McBride's background and experience in the health club industry. It also lists lessons on leadership from General Colin Powell and CSM Bill McBride.
11. leadership training seminar updatedEduardo Testa
This document provides information on leadership skills and techniques. It discusses the definition of leadership, what makes a good leader, leadership functions such as decision making and communication. It provides examples of leadership styles and principles from military leadership. It emphasizes that developing people and officers is key to being a successful leader. Leaders are made through hard work and experience, not born, and connecting with other leaders is important for sharpening skills.
DISTRIBUTION RESTRICTION Approved for public release; distr.docxelinoraudley582231
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
HEADQUARTERS, DEPARTMENT OF THE ARMY
AUGUST 2012
ARMY LEADERSHIP
ADP 6-22
This publication is available at Army Knowledge Online
(https://armypubs.us.army.mil/doctrine/index.html).
Foreword
Leadership is paramount to our profession. It is integral to our institutional success today
and tomorrow. As we transition to meet the challenges of an increasingly complex and
uncertain environment, our Army requires intelligent, competent, physically and mentally
tough leaders of character. Decentralized operations require leaders at all levels that
understand their environment, learn quickly, make sound decisions, and lead change.
Because there are no predetermined solutions to problems, Army leaders must adapt their
thinking, formations, and employment techniques to the specific situation they face. This
requires an adaptable and innovative mind, a willingness to accept prudent risk in
unfamiliar or rapidly changing situations, and an ability to adjust based on continuous
assessment.
General of the Army Omar Bradley once remarked: “Leadership in a democratic army
means firmness, not harshness; understanding, not weakness; generosity, not selfishness;
pride, not egotism.”
His words continue to resonate today in both peace and war. This requires personal
commitment, constant learning, self assessment, and passion for your Soldiers and units.
Being a leader is not about giving orders, it’s about earning respect, leading by example,
creating a positive climate, maximizing resources, inspiring others, and building teams to
promote excellence. Along the way, you will make honest mistakes. You will face difficult
decisions and dilemmas. This is all part of the process of learning the art of leadership. You
must internalize the Army’s values, demonstrate unimpeachable integrity and character,
and remain truthful in word and deed. Soldiers trust their leaders. Leaders must never break
that trust, as trust is the bedrock of our profession.
My leader expectations are straightforward:
Have a vision and lead change
Be your formation’s moral and ethical compass
Learn, think, adapt
Balance risk and opportunity to retain the initiative
Build agile, effective, high-performing teams
Empower subordinates and underwrite risk
Develop bold, adaptive, and broadened leaders
Communicate—up, down, and laterally; tell the whole story
ADP 6-22, Army Leadership, describes our foundational leadership principles. I challenge
each of you to study and build upon this doctrine to prepare yourselves, your peers, and
your Soldiers to meet the challenges you are sure to face.
Army Strong!
RAYMOND T. ODIERNO
GENERAL, UNITED STATES ARMY
CHIEF OF STAFF
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ADP 6-22, C1
Change No. 1 Headquarters
Department of the Army
Washington, DC, 10 September 2012
Army Leadership
1. This ch.
This document discusses mentoring and coaching for NCOs. It defines mentoring as a professional relationship where an experienced person guides another to develop personally and professionally, promoting mission success and helping airmen achieve their goals. The presenter outlines roles for mentors such as advisor, coach, and discusses topics for mentoring like professional development, leadership, and career planning. It emphasizes creating a learning environment to develop others and shares lessons like seeking multiple mentors and not trying too hard to mentor.
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2. Agenda
Introduction
• Purpose
• References
• Lesson #1
• What is leadership?
• Why do we develop leaders?
• How do we develop leaders?
Break
• My philosophy on Leader Development
• Leader Development Outline
– Outline
– 2d ¼ Fiscal Year 12 (Jan-Mar)
Break
• Review Lesson #1
2
“He won the war.”
-Truman
“I don't want you fellows sitting around asking me what to do. I want you to tell me what to do.” GEN Marshall
3. Purpose
The purpose of this briefing is to educate 2/3
Cavalry Regiment (CR) leadership on how we
will approach leader development in Fiscal
Year (FY) 2012.
“These commissions (as officers) will not make you leaders, they will merely make you officers.”
Author Unknown circa 1919 3
4. Preparation
Read:
• FM 7-0 Training Units and Developing Leaders for
Full Spectrum Operations (pages 2-1 through 2-8)
• FM 6-22, Army Leadership (Chapters 1-3)
• TRADOC Pam 525-3-0: The Army Capstone
Concept (Chapter 2)
• TRADOC Pam 525-3-1: The U.S. Army Operating
Concept (Chapter 2 and 3)
• TRADOC Pam 525-3-3: The U.S. Army Functional
Concept for Mission Command (Chapter 2)
• TRADOC Pam 525-3-6: The U.S. Army Functional
Concept for Movement and Maneuver. (Chapter 2,
Para 3-5)
• Army Health Promotion, Risk Reduction, Suicide
Prevention Report 2010 (Chapter 3 “The Lost Art
of Leadership in Garrison”).”
• Handout: Leadership in Combat: An Historical
Appraisal
• Handout: Auftragstaktik: Mission-Based Leadership
Bring:
74th Colonel of the Regiment’s Command Philosophy
All attendees will read and be
prepared to discuss the following
material.
4
“A leader may be the most knowledgeable person in the world, but if the players on his team cannot
translate that knowledge into action, it means nothing.” Coach K.
5. References
• FM 7-0, Training Units and Developing Leaders
for Full Spectrum Operations
• FM 6-22, Army Leadership
• TRADOC Pam 525-3-0: The Army Capstone
Concept
• TRADOC Pam 525-3-1: The U.S. Army
Operating Concept
• Chapter 3 “The Lost Art of Leadership in
Garrison” of the “Army Health Promotion, Risk
Reduction, Suicide Prevention Report 2010”
• Forces Command Training and Leader
Development Guidance—Fiscal Year 2011-2012,
20 Oct 2010
• III Corps FY 12 Annual Training Guidance (ATG)
• Phantom 6 Command Philosophy, Imperatives
• 3d Cavalry Regiment FY 12 ATG
• 74th Colonel’s Command Philosophy
• Center for Army Leadership:
http://usacac.army.mil/cac2/CAL/index.asp
Use the following material to
deepen your understanding of the
topics presented and as starting
points for self-development.
5“No man is a leader until his appointment is ratified in the minds and hearts of his men.” Anonymous
6. Guidance
• III Corps Commander: “Commanders will
implement robust leader development
programs.”
• 74th Colonel of the Regiment: “We grow
adaptive leaders. This is our #1 mission.”
• Sabre 6 ‘Three Knows:’
– Know your job.
– Know your people.
– Know, set, and enforce standards.
Our target and left and right limits.
6“There are no bad troops; there are only bad leaders.” BG S.L.A Marshall
Leaders that have:
“Disciplined Initiative”
7. LESSON #1
Are we ready?
“Don’t begrudge the time you spend developing, coaching, and helping your people to grow so they can
carry on when you’re gone. It’s one of the best signs of good leadership.” Bernard Baruch 7
8. Out front and unafraid…?!
8
Situation: see handout
22
7
12
21
4
9. WHAT IS LEADERSHIP?
Defining the Problem
9
"The day soldiers stop bringing you their problems is the day you have stopped leading them. They have
either lost confidence that you can help them or concluded that you do not care. Either case is a failure of
leadership." GEN Colin Powell
10. Leadership
Leadership is the process of influencing people by
providing purpose, direction, and motivation while
operating to accomplish the mission and improving
the organization.
-AR 600-22
Or from a different perspective…
“Remember that leaders aren’t made leaders
because they are college graduates. Leaders are
invariably made leaders because they are caring and
concerned about people.”
-SPC Mickey Howen
“Each in his appropriate sphere, will lead in person.” 28th Colonel of the Regiment 10
11. WHY DO WE DEVELOP LEADERS?
A critical question…
11“Never mistake activity for achievement.” John Wooden
13. WHAT KIND OF LEADER ARE
WE TRYING TO DEVELOP?
Our target?
13
A 'No' uttered from the deepest
conviction is better than a 'Yes'
merely uttered to please, or
worse, to avoid trouble. Ghandi
“Innovation distinguishes
between a leader and a
follower.” Steve Jobs
“Be willing to make
decisions. That's the most
important quality in a good
leader.” 28th
14. The Army’s Principles of Leader Development
• Lead by example
• Take responsibility for developing subordinate
leaders.
• Create a learning environment for subordinate
leaders.
• Train leaders in the art and science of mission
command.
• Train to develop adaptive leaders.
• Train leaders to think critically and creatively.
• Train your leaders to know their subordinates
and their families.
14
FM 7-0, Table 2-2
AR 600-22
15. Mission Command-Auftragstaktik
15“When the unexpected occurs, those waiting for new orders will lose. But those that react faster…will win.”
Independent action can
be the rule only if it is
based on professional
skill and soldiers that
consider themselves
(and are) experts in their
fields.
To foster a mission command / mission type order based formation you must
first ignore it.
Disciplined Initiative
16. HOW DO WE DEVELOP LEADERS?
The critical question…
“I don’t look at myself as a basketball coach. I look at myself as a leader who happens to coach basketball.”
Coach K 16
17. Army Basic Leader Development Model
LT
Army Schools
Junior Officers
• Masters of craft
• Value profession
• Love your Soldiers
• Work with NCO’s
Company Grade
• Masters of your branch
• Employ combined arms
Field Grade
• Masters of combined arms
• Familiar with Joint, Interagency,
Intergovernmental, Multi-national
Expectations
Army Education BOLC
Captains Career Course (CCC)
Intermediate Level Education (ILE)
Senior Service College (SSC)
Platoon Leader Staff Company Command S-3 / SXO
“Broadening Assignments”
Battalion CommandAssignments
Responsibility
“I learned that good judgment comes from experience and that experience grows out of mistakes.” GEN Bradley 17
Unit Structured Leader Professional Development
CPT MAJ LTC
Self Development
Read…learn…study…reflect…think…broaden…
18. Do we do a good job of developing leaders?
“…but I think that the second lesson is that the enormous responsibility that we
put on our subordinates' shoulders has to be followed with a change in the way
we prepare them to accept that responsibility.”
GEN Martin Dempsey, 67th Colonel of the Regiment commenting to the
U.S. Senate on leader development and lessons learned from Iraq.
18
19. BREAK
Who are these men?
19
“Never fight unless you have to;
Never fight alone; and
Never fight for long”
“High expectations are the key to
everything.”
20. LEADER DEVELOPMENT IN 2/3 CR
Where we are going…
20
“A final quality of real leadership, I believe, is simply common decency: treating those around you – and, above
all, your subordinates – with fairness and respect. An acid test of leadership is how you treat those you outrank,
or as President Truman once said, “how you treat those who can’t talk back.”
21. My Philosophy on Leader Development
21
My thought: Soldiers in combat want their leaders, above all else, to possess two basic
qualities: courage and professional competence. If he has these two attributes, they will both
respect him and have confidence in him. Simply put, they will follow him. However, when the
leader also genuinely cares for the Soldier and his family…they fight for him. Big difference.
Management Efficiency. Increase the leaders ability to conduct the routine tasks of the profession.
Technical Competency. Increase leaders knowledge of the science (tools, equipment, techniques) of
combined arms warfare.
Tactical Competency. Increase the leaders knowledge of the art of combining movement and
combined arms warfare to create maneuver.
Professionalism and Leadership. Establish a professional foundation for junior leaders for the Army
as a profession and continue study on leadership.
Aim
Point
Professional Schooling
Counseling
Career Mgmt.
Structured Education
Training Focus
How I impact leader
development…
Impact…
Command Teams
Junior Officers
NCOs
Teams in our Team
Focus Groups
Professional competence
22. 22
Structured Education
Command Teams
Junior Officers
NCOs
Teams in our Team
Focus Groups
Fiscal Year 12 Leader Development
Leader Professional
Development
“Management”
Command Teams
“Tools for the
Command Team”
Junior Officers
“Professionalism”
NCOs
“Small Unit Ldrship”
Leader Professional
Development
“Live Fires”
Command Teams
“Science of
Combined Arms”
Junior Officers
“Leadership”
NCOs
“Small Unit Ldrship”
Leader Professional
Development
“Tactical SOP”
Command Teams
“Art of Combined
Arms”
Junior Officers
“Battle Drills”
NCOs
“Small Unit Ldrship”
2d ¼
Management and
the Profession of
Arms
3d ¼
Technical
Competency
4th ¼
Tactical
Competency
“The kind of leadership available to an organization is a principal factor in its operation. So far as armies are
concerned the quality of leadership determines their success. Indeed it often determines their survival.”
Anonymous
Spur Ride TM LFX Squad LFX
Professional competence
23. 2d ¼ Leader Development
Leader Professional
Development
“Management”
Command Teams
“Tools for the
Command Team”
Junior Officers
“Professionalism”
NCOs
“Small Unit Ldrship”
CMD Supply Discipline
- 30 Jan-03 Feb
Training Mgmt
- 17-20 Jan
Personnel Mgmt.
- 21-24 Feb
Maintenance Mgmt.
- 06-09 Mar
AR 600-20
- 11 Jan
UCMJ
- 25 Jan
Chapters
- 8 Feb
HRC and Officer Management
- 30 Mar
Army is Prof?
- 18Jan
-
Guest Spkr
- 1 Feb
Guest Spkr
- 15 Feb
Etiquette
- 21 Mar
Corrective Training
- 25 Jan
NCOERs
- 29 Feb
Counseling
- 28 Mar
Garrison
SOP
2d ¼ Leader Development Focus: Management and the Profession of Arms
2009 Armor Conference
Question: “What do you worry about most?”
GEN Dempsey:
“No question. Leader development.
We're going to get the equipment wrong. We're
going to get the guidance wrong.
We're going to get the organizations wrong. I've got
to make sure you don't get it wrong.”
Spur Ride
3d ¼ Leader Development Focus: Technical Competency
4th ¼ Leader Development Focus: Tactical Competency
TM LFX
Squad
LFX
23
Bars / Flags
- 22 Feb
24. Week 15 16 17 18 19 20 21 22 23 24
Assign
Backbrief
Assign
Homework
Instruction
Command
J.O.
OPD - 3
Assign Class
OPD - 2
Backbrief SCO
OPD – 1
Assign Prep
OPD - 0
Instruction
Train
Train
Train
Supply
Supply
Supply
Supply
Pers.
Pers.
Pers.
Pers.
Maint.
Maint.
Maint.
Maint.
SPUR
1
1
2
2
Mgmt. Technical Experts. Tactical Experts Mission Prep Experts.
3
24“A pint of sweat will save a gallon of blood.” Robert D. Heinl
4
3
2d ¼ Leader Development
SPUR
25. Shared Vision Statement
A Regiment of Mounted Riflemen that fights where
it’s told and wins, with honor, where it fights.
Leader Development
Teamwork Discipline
CommunicationCombat Ready
Comprehensive Fitness
3
Organizational
Values
26. “Fight anytime, anywhere, and anybody”
Leadership
LethalityReadiness
Combined Arms Leaders
Tactical Mastery
Technical Proficiency
Management Efficiency
Lethal Small Units
Move
Communicate
Shoot
Ready Formations
Equipment
Troopers
Families
Framework (Mission, Intent, Lines of Effort, and Vision)
INTENT: Sabre Squadron is manned, equipped, and trained to rapidly deploy, fight, and win in a
physically grueling, lethal, urban combat environment at night.
MISSION: On order, Sabre Squadron deploys worldwide, fights with honor, and wins.
Leaders that have:
“Disciplined Initiative”
Formations that maintain a:
“Fighter’s Stance”
A Squadron that is:
“Fast—Agile—Lethal”
27. Leader development can’t start here, it
begins now, is constant, and is the most
important thing we do.
27
“The courage of a soldier is heightened
by his knowledge of his profession.”
-Vegetius 378