Presentation on theme: "Leadership Foundation of Army Leadership Doctrine"— Presentation transcript:
1Leadership Foundation of Army Leadership Doctrine What a Leader Must BeOfficer and NCO RelationshipsDevelopmental Leadership AssessmentOath of Enlistment
2Foundation of Army Leadership Factors of Leadershipthe Ledthe Leaderthe SituationCommunicationPrinciples of Leadership
3Foundation of Army Leadership The Led Correct assessment by the leader of the soldiers being ledSubordinates competenceSubordinates motivationSubordinates commitmentProper leadership actions taken at the correct time
4Foundation of Army Leadership The Led (cont.) The leader must create a climate that encourages subordinates active participation to accomplish the missionKey ingredients to develop this are:Mutual TrustRespectConfidence
5Foundation of Army Leadership The Leader Honest understanding of yourselfwho you arewhat you knowwhat you can doKnowledge of:strengths, weaknessescapabilities, limitations
6Foundation of Army Leadership The Situation All situations are differentLeadership actions which work in one situation may not work in anotherConsider available resources and factors of METT-T (Mission, Enemy, Terrain, Troops-Time and weather)
7Foundation of Army Leadership Communications “The exchange of information and ideas from one person to another.”Effective communication = others understand exactly what you are trying to tell them AND when you understand precisely what they are trying to tell you
8Foundation of Army Leadership Communications (cont.) The Leader must recognize that you communicate standards by your example an by what behaviors you ignore, reward, and punish.Effective communication implies that your soldiers listen and understand you, the leader.
9Principles of Leadership Know yourself and seek self improvementBe technically and tactically proficientSeek responsibility and take responsibility for your actionsMake sound and timely decisionsSet the exampleKeep your subordinates informed
10Principles of Leadership (cont.) Know your soldiers and look out for their well-beingDevelop a sense of responsibility in your subordinatesEnsure the task is understood, supervised, and accomplishedBuild the teamEmploy your unit in accordance with its capabilities
11What a Leader Must Be Beliefs Values Assumptions or convictions you hold as true about some thing, concept, or personPeople generally behave in accord with their beliefsValuesAttitudes about the worth or importance of people, concepts or thingsValues will influence your priorities; the stronger values are what you put first, defend most, and want least to give up
12What a Leader Must Be (cont.) Individual values all soldiers are expected to possess are:Courage (Physical and Moral)Physical courage is overcoming fears of bodily harm and doing your dutyMoral courage is standing firm on your values, your moral principles, and your convictionsCandor is being frank, open, honest, and sincere with your soldiers, seniors, and peers. Also called personal integrity
13What a Leader Must Be (cont.) Competence is proficiency in required professional knowledge, judgement, and skillsCommitment means the dedication to carry out all unit missions and to serve the values of the country, the Army and the unitNormsFormal such as UCMJ, and Geneva ConventionInformal norms are unwritten rules or standards
14What a Leader Must Be (cont.) CharacterDescribes a person’s inner strength and is the link between values and behaviorsA soldier of character does what he believes is right regardless of the danger or circumstances
15What a Leader Must Be (cont.) Soldiers want to be led by leaders who provide strength, inspiration, and guidance and will help them become winners. Whether or not they are willing to trust their lives to a leader depends on their assessment of that leader’s courage, competence, and commitment.
16The Professional Army Ethic Loyalty to the Nation, the Army and the UnitSupport and defend the ConstitutionDutyThe legal or moral obligation to do what should be done without being told to do itAccomplishing all assigned tasks to the fullest of your ability
17The Professional Army Ethic (cont.) Selfless ServicePut the nation’s welfare and mission accomplishment ahead of the personnal safety of you and your troopsAs a leader, you must be the greatest servant in your unit. Your rank and position are not personal rewards. You earn them so that you can serve your subordinates, your unit, and your nationIntegrityBeing honest and upright, avoiding deception, and living the values you suggest for your subordinates
18Ethical Responsibilities Ethics are principles or standards that guide professionals to do the moral or right thingLeaders have three general ethical responsibilities:Be a role modelYour actions must be more than your wordsYou must be willing to do what you require of your soldiers and share the dangers and hardships
19Ethical Responsibilities (cont.) Develop your subordinates ethicallyYou develop subordinates by personal contact and by teaching them how to reason clearly about ethical mattersAvoid creating ethical dilemmas for your subordinates“I don’t care how you get it done - just do it!”“There’s no excuse for failure!”“Setting goals that are impossible to reach”“Can Do!”“Zero Defects”“Loyalty up - not down”
20Ethical Decision Making Process Interpret the situation. What is the ethical dilemma?Analyze all the factors and forces that relate to the dilemmaChoose the course of action you believe will best serve the nationImplement the course of action you have choosen
21Ethical Decision Making Process (cont.) Forces that influence decision makingLaws, orders and regulationsBasic national valuesTraditional Army valuesUnit operating valuesYour valuesInstitutional pressures
22Officer and NCO Relationships Share the same goal - to accomplish the unit’s missionResponsibilities overlap and must be sharedOfficers must give NCOs the guidance, resources, assistance, and supervision necessary to do their duties.NCOs are responsible for assisting and advising officers
23Officer and NCO Relationships (cont.) CommunicationsOne chain of command in the ArmyNCO support channel parallels and reeinforces it.Officer ResponsibilityCommands, establishes policy and manages the Army.Focuses on collective training leading to mission accomplishment.Is primarily involved with units and unit operations.Concentrates on unit effectiveness and readiness.Concentrates on the standards of performance, training and professional development of officers and NCOs.
24Officer and NCO Relationships (cont.) NCO ResponsibilitiesConduct the daily business of the Army within established policy.Focuses on individual training that leads to mission capability.Is primarily involved with individual soldiers and team leading.Ensures subordinate NCOs and soldiers, with their personal equipment, are prepared to operate as effective unit members.
25Officer and NCO Relationships (cont.) NCO Responsibilities (cont.)Concentrates on the standards of performance, training and professional development of subordinate NCOs and soldiers.
26AuthorityLegitimate power of leaders to direct subordinates or to take action wihtin the scope of their responsibility.Begins with the ConstitutionCommand authorityLeaders have command authority when they fill positions requiring the direction and control of other members of the Army.
27Authority (cont.) General Military Authority Originates in the oath of office, law, rank structure, tradition and regulationDelegation of AuthorityTo meet the organization’s goal, the officers must delegate authority to NCOsAccountabilitySoldier have individual responsibilities, they are responsible for their own actions; they assume them when they take the oath of enlistmentCommand responsibilities refer to collective or organizational accountability
28Developmental Leadership Assessement Leadership assessment is to develop competent and confident leadersIt should be a positive, useful experience that does not confuse, intimidate, or negatively impact on leaders.
29Developmental Leadership Assessement (cont.) Conducted as follows:Decide what skill, knowledge or attitude you want to assessMake a plan to observe the leadership performanceObserve leadership performace and record observationsCompare performace you observed to a standard or performace indicatorDecide if the performace you observed exceeds, meets, or is below the standard or performace indicatorGive the person leadership performace feedbackHelp the person develop an action plan to improve leadership performance
30Developmental Leadership Assessement (cont.) Feedback SourcesThe person himselfLeadersPeersSubordinatesClose friends and family membersTrained leadership assessors
31Oath of EnlistmentI (state your name), do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God.