Please post # and name next to each reply  #1 david In the article of the 10 lessons parts 1 through 4 are compared to transformational leadership theory, and a bit of leader–member exchange theory. Transformational Leadership is about new leadership and getting rid of your multiple top members of your leadership can be a bad idea. Not only can this affect the future leaders, but also many of the employees. I was in a unit and they fired our Commander (CC) and our Director of Operations (DO), our unit was in a very low standard until we received our new CC and DO. Losing them at the same time was hard on them, because they had to gain our trust quickly and some of the advice they got wasn’t from the best of other employees. Replacing one at a time is better for many reason, but mainly for continuity and to give the employees time to adjust and adapt to their new leader. The leader–member exchange theory is shown in 1 through 4 because when you have a great relationship with your previous boss, it can carry over with what they say about you. In the military when the new leaders come in to the unit the higher-ranking members normally go over the members of the unit and give an insight on the member. This is usually a good thing and also sometimes can be a bad thing based on the relationship that you made with the leadership. In 5 the Great man theory is present based on getting the right man for the job. This theory is part of the trait approach, so giving a person a job that he excels at is better than a person who doesn’t have the right qualities for the position. I am not a very good writer and organizer, so being an assistant or secretary is not a good job for me. My wife would be great because she is very organized and can write very well, she would be the better fit if we both went for a position. For 6 through 10 the leader–member exchange theory could be close to these. Your relationship with your people will open you up to want to know more about the culture and make it right within your area. With 7-9 the trust that you get is giving each member a special relationship with them. This is built on trust and communication with these members. Telling the truth is pivotal to the relationship with the unit or company that you lead. I was in a meeting and a fellow Airman told me that his Commander failed his physical fitness test, and he got up and told his unit that he failed them and couldn’t not continue to be in command until he was fit. My friend had great respect for him because I am sure that was very hard to do. When you are in a leadership position keeping communication limited is key. How many times have you heard people in leadership positions spreading gossip? I have and that makes me stay away from them and not want to tell them. 10 is difficult because sometimes you may not know your leadership is changing. Being myself in a leadership position, I also use my relationships to train others to do my job in case of an absen ...

1. Please post # and name next to each reply
#1 david
In the article of the 10 lessons parts 1 through 4 are compared
to transformational leadership theory, and a bit of leader–
member exchange theory. Transformational Leadership is about
new leadership and getting rid of your multiple top members of
your leadership can be a bad idea. Not only can this affect the
future leaders, but also many of the employees. I was in a unit
and they fired our Commander (CC) and our Director of
Operations (DO), our unit was in a very low standard until we
received our new CC and DO. Losing them at the same time was
hard on them, because they had to gain our trust quickly and
some of the advice they got wasn’t from the best of other
employees. Replacing one at a time is better for many reason,
but mainly for continuity and to give the employees time to
adjust and adapt to their new leader. The leader–member
exchange theory is shown in 1 through 4 because when you have
a great relationship with your previous boss, it can carry over
with what they say about you. In the military when the new
leaders come in to the unit the higher-ranking members
normally go over the members of the unit and give an insight on
the member. This is usually a good thing and also sometimes
can be a bad thing based on the relationship that you made with
the leadership.
In 5 the Great man theory is present based on getting the right
man for the job. This theory is part of the trait approach, so
giving a person a job that he excels at is better than a person
who doesn’t have the right qualities for the position. I am not a
very good writer and organizer, so being an assistant or
secretary is not a good job for me. My wife would be great

2. because she is very organized and can write very well, she
would be the better fit if we both went for a position.
For 6 through 10 the leader–member exchange theory could be
close to these. Your relationship with your people will open you
up to want to know more about the culture and make it right
within your area. With 7-9 the trust that you get is giving each
member a special relationship with them. This is built on trust
and communication with these members. Telling the truth is
pivotal to the relationship with the unit or company that you
lead. I was in a meeting and a fellow Airman told me that his
Commander failed his physical fitness test, and he got up and
told his unit that he failed them and couldn’t not continue to be
in command until he was fit. My friend had great respect for
him because I am sure that was very hard to do. When you are
in a leadership position keeping communication limited is key.
How many times have you heard people in leadership positions
spreading gossip? I have and that makes me stay away from
them and not want to tell them. 10 is difficult because
sometimes you may not know your leadership is changing.
Being myself in a leadership position, I also use my
relationships to train others to do my job in case of an absents.
Like right now, Nov 30 my son was born and now I am off for
10 days, I trust my 2 guys under me to take charge and work
with the same mentality I would do. With that trust, I believe
there wouldn’t be any big problems they can’t handle.
I agree with these 10 lessons that are shown in the article, this
shows how rapid decisions can really affect a lot of things, and
in corporations or companies that means money is at stake. So,
this soccer team had a lot of issues after and took some time to
get back on track.

3. In my work center right now, I don’t think I would have to
change anything because we just moved, and we did a lot of
what I wrote about right off the get go, we have great
communication and trust. Now, in my previous unit from 4
weeks ago they had issues. The leader–member exchange theory
would need to be overhauled, the communication and trust was
nonexistent in my unit. I kept a lot of things out when I would
have to speak because I would hear about it through the chain
and this was a lot of private matters. I stressed that to my new
unit and we seem to be keeping the gossip to a need to know.
applying this to the old unit, I would just have to be upfront and
be bold, tell them that what they are doing is wrong and needs
to be corrected. if they didn't like it then I would go higher and
try to see if some higher form of command could fix the issue.
#2 phillip
The 10 Leadership Lessons article centered on a few different
theories. In part 5 “Appoint someone big enough for the job”,
the author spoke on how Moyers body language came off as
though he was not sure if he could get the job done. This was
the behavior theory. In the late 1930s, leadership research began
to focus on behavior—what leaders do and how they act
(Northouse, 2018).
I feel the path–goal theory was suggested in part 6 “Get the
cultural fit right” when the author mentioned how Moyer gave a
motivational pep talk, or at lease I would call it that, about what
he going to continue doing and that got excited people. Part 10
“Have a credible new plan” matched the leader–member
exchange (LMX) theory because Ryan Giggs was an

4. unmistakable choice that was valued and respected by each
outlet.
The author suggested the transformational leadership theory in
part 1 “Don’t change the two most important people in the
organisation at the same time” and part 4 “Keep the most
important support staff intact when the top jobs change”. I do
feel that when management changes in any organization, there is
a trickle down effect and everyone has to adjust in one form or
another.
If I could apply one of these lessons to a previous workplace, I
would choose part 3 “Groom successors from within when you
have a winning team”. Looking to promote within would raise
moral and show that hard work pays off. There should be no
reason my pass workplace hired an outside source when they
had promenade and goal driven talents within the organization
already. It was kind of a slap in the face to those who invested
years growing and building the company brand.
I do agree with a lot of the points this article made because it
demonstrates how a monstrous change without a proper plan can
cause an empire to backtrack and fall from greatness.

5. Reference
Northouse, P. G. (2018). Introduction to leadership: Concepts
and practice (4th ed.). Retrieved from
https://content.ashford.edu/