Command and leadership
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The document discusses concepts related to command, leadership, and morale. It provides dos and don'ts for officer-men relationships, such as knowing your men, setting a good example, and avoiding favoritism. It emphasizes that morale and man management are complementary and morale is directly proportional to management efficiency. Principles of leadership include knowing your job, men, and setting the example. Discipline is best achieved when the leader identifies with the unit. High morale gives confidence and enables facing hardships.
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3. McClelland's need theory which identifies three motivating needs - need for power, affiliation, and achievement.
4. Alderfer's ERG theory categorizes needs into existence, relatedness, and growth.
5. Vroom's expectancy theory which proposes that motivation depends on expectancy
Everyone in the Air Force should be a leader! Everyonehas a .docx
Everyone in the Air Force should be a leader! Everyone
has a role in accomplishing the mission, and everyone
directly impacts the effectiveness of his or her organization.
Additionally, all officers, enlisted personnel, and civilians,
whether they supervise people or not, are being watched—
their words and deeds set the standards others will follow,
and they impact individual and organization effectiveness,
morale, good order, and discipline.
In my over 28 years in the Air Force, I’ve been around
some great and some not-so-great leaders. After analyzing
what it was that made me want to follow some of them to the
ends of the earth and go in the opposite direction from others,
I identified 13 common traits in the great ones.
These traits are not a prescription for being promoted to
general, CMSgt, or a Senior Executive Service-level civil-
ian. They are a prescription for improving individual and
organization effectiveness, morale, good order, and disci-
pline. By accomplishing these things, they also improve
organization and ensure Air Force mission accomplishment.
The 13 traits are listed below.
1. RESPECT–Leaders treat all human beings with
respect and dignity, in all situations. Whether speaking with
a GS-3 secretary on the telephone, telling an officer he or she
is being recommended for court-martial, or thanking some-
one for a job done well, a leader follows three basic rules:
“Praise in public and criticize in private,” “Treat others as
you wish to be treated,” and “Don’t lose your temper.”
2. EMPOWERMENT–This is a 1990s buzzword, but the
concept has been around since the beginning of time. Think
of empowerment like this: Leaders give everyone who works
for them a piece of rope. The people they want on their team
seek out the organization’s problems and find out what the
boss is concerned with. These people then make a lasso out
of their ropes and attack the problems, ultimately eliminating
them. At this point, the successful leader gives them a longer
piece of rope so they can attack bigger problems. Conversely,
the people who have their own agendas will make their ropes
into nooses and hang themselves. The effective leader gives
these people a shorter rope, or none at all.
The opposite of empowerment is micromanagement.
Micromanagers stifle effectiveness, learning, creativity, and
growth, and thus, mission accomplishment.
3. ACCOUNTABILITY–This is another ‘90s buzzword.
When I was a lieutenant, this trait was called “acceptance of
responsibility.” Leaders are accountable for their actions and
for the actions of their personnel 24 hours a day, seven days
a week. Effective leaders never make excuses; they take the
blame when things go wrong, and direct the praise to those
who did the work when things go right.
When something goes wrong, leaders take corrective
action by attacking the root problem, not just the symptom.
However, leaders know the difference between accountability
and blame. Things can go wrong even if everything i ...
Similar to Command and leadership (20)
The Path to Being the Best Leader: How to Lead with Charisma, Integrity, and ...
The Path to Being the Best Leader: How to Lead with Charisma, Integrity, and ...
Everyone in the Air Force should be a leader! Everyonehas a .docx
Everyone in the Air Force should be a leader! Everyonehas a .docx
More from Major Retd Pravin Singh
6 edited culture of discipline
This document discusses establishing a culture of discipline. It states that having disciplined people, thought, and action allows organizations to function without excessive hierarchy, bureaucracy, or control. It advocates combining a culture of discipline with an ethic of entrepreneurship to achieve great performance. Technology is presented as an accelerator that supports transformation when carefully selected, not as the root cause of success or failure. Lastly, the document discusses the importance of level 5 leadership, confronting brutal facts, focusing on the hedgehog concept, and pushing initiatives forward relentlessly like a flywheel to create momentum and breakthroughs.
2 level 5 leadership
This document discusses the characteristics of Level 5 leadership. Level 5 leaders channel their ego into building a great organization rather than themselves. They are ambitious, but their ambition is primarily for the institution, not themselves. Level 5 leaders display a paradoxical blend of personal humility and professional will. They are modest yet determined, putting the safety, welfare and honor of their country, troops and organization above their own. Their focus is on establishing enduring greatness through high standards rather than inspiring personality.
Meaning of life
Man has a unique ability to control both external and internal nature and shape his own life and future through choice. He can elevate himself to become like a divine being or degrade himself to live like an animal. The goal of human life is to realize one's innate divinity by controlling nature and manifesting this divine self. To achieve this goal, one must develop their personality by exploring both their external self and internal soul. The means to do so are through understanding karma and using present actions to determine one's future. True identity and meaning in life are found not through wealth, power, or skills but in realizing one's eternal, blissful inner self.
Personality development
The document discusses personality development and defines personality as one's character and nature as shown through their behavior, feelings, and thoughts. It outlines the four functions of the mind as memory, deliberation, determination/decision-making, and 'I' consciousness. It emphasizes taking responsibility for one's actions and character, noting that we are responsible for what we wish to become. Changing oneself and one's thoughts is key to transforming character and how one sees the world. Developing qualities like faith in oneself, positive thinking, and service are essential to personality development.
5 hedgehog concept
This document discusses the "Hedgehog Concept" of simplicity within three intersecting circles. It describes how hedgehogs focus on a single, core idea to simplify complex problems, unlike foxes which pursue many ideas. Examples are given of individuals like Darwin who had a unified concept. The concept is then related to businesses like Walgreens that achieved success with a simple drugstore model, unlike imitators like Eckerd. The document concludes by defining the three intersecting circles of the Hedgehog Concept as what you are best at, what drives your economic engine, and what you are deeply passionate about.
4 confront the brutal facts
The document discusses confronting brutal facts and making decisions based on reality. It argues that leaders who confront facts rather than being motivated by dreams produce better long-term results. Creating a climate where the truth is heard involves leading with questions, engaging in open debate without blame, and conducting autopsies to learn without assigning fault. Facing harsh realities with an internal faith in ultimate success allows effective navigation of difficulties.
3 first who...then what
1) The document discusses the importance of having the right people on the bus, or in leadership positions within an organization, and the wrong people off the bus.
2) It notes that with the right people, problems of motivation and management largely disappear, as these individuals are self-motivated to achieve great results.
3) The document examines case studies of Wells Fargo and Bank of America, finding that Wells Fargo's focus on recruiting strong talent at all levels led to far superior long-term performance compared to Bank of America.
1 threshold
The document discusses what enables companies to achieve enduring greatness. It finds that companies cross a "threshold" through disciplined people, thought, and action. This builds momentum like a flywheel, in contrast to dramatic changes. Key factors include Level 5 leadership who get the right people first, confronting brutal facts, having a simple "hedgehog concept", a culture of discipline, and using technology accelerators, not as the cause of change but to further momentum. Together these build the momentum to propel companies from mediocrity to sustained greatness.
Good to great
The document summarizes key findings from the book "Good to Great" about what distinguishes companies that achieve enduring greatness. It found that these companies had Level 5 Leaders who focused first on getting the right people in place before deciding on strategy. They confronted brutal facts head-on while maintaining faith. They adopted a "Hedgehog Concept" of focusing on their competitive advantage. They developed a culture of discipline rather than relying on bureaucracy. Technology accelerated changes but was not the root cause of success. Companies improved through a "Flywheel Effect" of continuous small improvements building momentum, rather than dramatic changes.
2 level 5 leadership
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How to build character
The document discusses various ways to build strong character, including through acquiring knowledge, practicing disciplines like non-violence and truthfulness, cultivating virtues like compassion and humility, developing powers like discrimination and willpower, and committing to higher ethical values. It emphasizes that character requires continual effort to develop and maintain.
Good to great
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Cgspl
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About+us
The document discusses Candid Guard Services Private Limited, an ISO certified security services company. It outlines the company's mission to equip ex-servicemen with skills for entrepreneurship through low-cost franchising opportunities in the growing private security industry. The company provides training programs and seeks to partner with ex-servicemen to expand across India through a franchise model. Statistics and costs are provided for hiring security staff through the company.
More from Major Retd Pravin Singh (14)
Command and leadership
- 1. COMMAND AND LEADERSHIP BY MAJOR (RETD.) PRAVIN SINGH COMMANDANT
- 2. MAN MANAGE E M NT • THE ABILITY TO EXPRESS IDEAS TO ASSUME LEADERSHIP AND AROUSE ENTHUSIASM AMONGST MEN. • THIS IS CORRECT OFFICER MEN RELATIONSHIP.
- 3. IM ASP CT P E S DO’S KNOW LEDGE OF MEN. HUMOUR. TO TRUST SUBOR DINATES. TO ENSURE DISCIPLINE. ACCEPT SOUND ADVICE. SET A GOOD EXAMPLE. BE CHEERFUL.. BE FIRM AND FRIENDLY. GIVE PRAISE READILY.
- 4. AVOID FAMILILIARITY. USING MEANINGLESS EXPRESSIONS. BLUFF. SARCASM, BAD TEMPER AND FAVOURITISM.
- 5. MORALE AND MAN MANAGEMENT • MORALE AND MAN MANGEMENT ARE COMPLIMENTARY TO EACH OTHER. • MORALE IS DIRECTLY PROPORTIONAL TO THE EFFICIENCY OF MAN MANGEMENT.
- 6. LEADERSHIP
- 7. L ADE E RSH IS AN ART IP OF SO INFLUENCING AND DIRECTING HUMAN BEHAVIOUR AS TO ACCOMPLISH A MISSION IN THE MANNER DESIRED BY THE LEADER. IT IS INTEGRATED CONCEPT, ENTAILS DYNAMIC INTERACTION AMONG THE LEADER, HIS GROUP AND A (MIL.) SITUATION.
- 8. PRINCIPLES OF LEADERSHIP KNOW YOUR JOB. KNOW YOURSELF. KNOW YOUR MEN. TRAIN YOUR MEN. KEEP THEM INFORMED. SETTING PERSONAL EXAMPLE. ENSURE THE TASK IS ACCOMPLISHED. MAKING SOUND AND TIMELY DECISION. SEEKING RESPONSIBILITY. ACCEPTING RESOPNSIBILITY. EMPLOYING THE COMMAND CORRECTLY.
- 9. FACTORS ADVERSERLY AFFECTING THE POTENTIAL FEAR:- DEMORALISE AND COMPLETELY PARALYSE A PERSON. RUMOURS:- DESTROYS CONFIDENCE AND SPREAD UNCERTAINITY. PANIC:- SUDDEN AND IRRATIONAL FEAR GENERATED
- 10. W L ARE EF IS TO PROVIDE FOR MENTAL AND PHYSICAL NEEDS SO THAT HE IS FIT AND READY TO GIVE HIS BEST. IT DOES NOT MEAN MERELY PROVISION OF RECREATION ROOMS AND AMENITIES BUT ENSURING MEN GET THEIR FULL ENTITLEMENT OF PAY, ALLOWANCES, ACCOMODATION, LEAVE ETC. WELFARE IS THE END PRODUCT OF MAN MANAGEMENT.
- 11. IMPORTANT ASPECTS L AVE E . PAY AND AL OW L ANCE S. M SSING. E POST . AL INT RVIE E W AND COM LP AINT S. PRIVAT AF AIRS. E F SPORT AND GAM S. S E RE IGION. L AM NT GRANT UT ISAT E Y IL ION.
- 12. DISCIPLINE • DISCIPLINE IS MENTAL MORAL SELF CONTROL RESULTING IN ORDERLINESS, PROPER SUBORDINATION AND THE CAPACITY FOR CO- OPERATION.
- 13. BEST DISCIPLINE IS ACHIEVED BY INDIVIDUAL KNOWS THE LEADER. LEADER IDENTIFIES THEMSELF WITH THE UNIT. GROUP IS INSPIRED BY PERSONAL EXAMPLE AND ENTHUSIASM OF LEADER.
- 14. DISCIPLINE IS BUILD UP BY TRAINING TO IMPART PRIDE IN: BEING THE MEMBER OF THE TEAM. HIS JOB. HIMSELF. TRAINING TO SET STANDARDS ABOVE AND MAX LAID DOWN LIMITS. EXTERNAL PRESSURE, COMPETETION AND CHALLANGES
- 15. MORALE IT IS STATE OF MIND. IT DEPENDS UPON ONE’S ATTITUDE TOWARDS EVERYTHING THAT EFFECTS HIM:- FRIENDS, HIS LEADERS, LIFE IN GENERAL. OTHER THINGS WHICH ARE IMPORTANT TO HIM. MORALE IS CLOSELY RELATED TO SATISFYING OF MAN’S BASIC HUMAN NEEDS. TRAINING AND ADMINISTRATION OF UNIT MUST AIM AT SATISFYING BASIC HUMAN NEEDS.
- 16. HIGH MORALE HIGH MORALE IS A POSITIVE STATE OF MIND. IT GIVES A PERSON / SOLDIER A FEELING OF CONFIDENCE AND WELL BEING. IT ENABLES HIM TO FACE HARDSHIP WITH COURAGE, ENDURANCE AND DETERMINATION.
- 17. EVALUATION OF MORALE ONE CAN MEASURE MORALE BY CLOSELY OBSERVING DAILY ACTIVITIES SUCH AS:- APPEARANCE. PERSONAL CONDUCT. STANDARD OF MIL COURTECY. PERSONAL HYGIENE. USE OF RECREATIONAL ACTIVITIES. EXCESSIVE QUARRELLING. HARMFUL OR IRRESPONSIBLE RUMOURS. LIVING CONDITIONS. RESPONCE TO ORDERS. JOB PROFICIENCY. MOTIVATION DURING TRAINING.
- 18. MORALE IS BUILD UP BY LEADERSHIP AND STAFF WORK. DISCIPLINE AND COMRADESHIP. TRAINING. GOOD ADMINISTRATION AND MAN MANAGEMENT. SUCCESS IN BATTLE OR ANY JOB. REGIMENTAL TRADITION. PROPOGANDA.
- 19. OTHER CONDITION AFFECTING MORALE WATER AND FOOD. GOOD LIVING CONDITIONS. REALISTIC NEWS DESSIMINATION. RECREATION. RIGHT JOB FOR RIGHT MAN. GROUP SOLDIERITY ( GOOD COMRADESHIP). IDEOLOGY. RELIGION.
- 20. THANK YOU