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Naval Science 402 Leadership and Ethics Lesson 4 Principles of Military Leadership.

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Presentation on theme: "Naval Science 402 Leadership and Ethics Lesson 4 Principles of Military Leadership."— Presentation transcript:

1 Naval Science 402 Leadership and Ethics Lesson 4 Principles of Military Leadership

2 Objectives Know various qualities of leadership. Know various qualities of leadership. Know and analyze the qualities and traits that he/she possesses and areas which can be improved. Know and analyze the qualities and traits that he/she possesses and areas which can be improved. Know how leadership characteristics are exhibited by successful leaders, and why they are important. Know how leadership characteristics are exhibited by successful leaders, and why they are important. Understand the Stockdale Model Understand the Stockdale Model

3 Article Discussion Stockdale - “A Vietnam Experience” Stockdale - “A Vietnam Experience”

4 Stockdale Leadership Model Moralist Moralist Jurist Jurist Teacher Teacher Steward Steward Philosopher Philosopher

5 Moralist Truth and fairness Truth and fairness Respect Respect Keeping commitments Keeping commitments A disciplined lifestyle A disciplined lifestyle A priority of loyalties: As a member of the military, the mission, the command, his/her comrade and to one's self A priority of loyalties: As a member of the military, the mission, the command, his/her comrade and to one's self

6 Jurist Accountability: Answers for the actions of himself and his followers Accountability: Answers for the actions of himself and his followers Conducts self-assessments of personal actions and learns from his experiences and his mistakes Conducts self-assessments of personal actions and learns from his experiences and his mistakes Adapts willingly to the situation at hand Adapts willingly to the situation at hand Delineates clear goals and objectives to followers Delineates clear goals and objectives to followers

7 Jurist (continued) Motivates followers to excel beyond the minimum standard of acceptable performance Motivates followers to excel beyond the minimum standard of acceptable performance Allows followers to make mistakes and ensures they learn from their mistakes Allows followers to make mistakes and ensures they learn from their mistakes Makes the best decision possible based on available information Makes the best decision possible based on available information Acts upon one's convictions Acts upon one's convictions

8 Teacher Provides the vision for the unit Provides the vision for the unit Creates self-confidence in followers by promoting personal responsibility and accountability Creates self-confidence in followers by promoting personal responsibility and accountability Creates a unit climate which promotes cohesion and "esprit de corps” Creates a unit climate which promotes cohesion and "esprit de corps” Enhances unit effectiveness through direction, motivation and education Enhances unit effectiveness through direction, motivation and education

9 Steward Views himself as servant to the nation, unit, comrade, follower and one's self Views himself as servant to the nation, unit, comrade, follower and one's self Considers follower's lives as a sacred trust for whose care he is answerable for Considers follower's lives as a sacred trust for whose care he is answerable for Protects follower's fundamental dignity through respect Protects follower's fundamental dignity through respect Willingly endures hardships with his followers Willingly endures hardships with his followers

10 Steward (Continued) Ensures professional growth in his followers Ensures professional growth in his followers Knows the strengths and weaknesses of his followers Knows the strengths and weaknesses of his followers Unites followers through a shared vision and common values Unites followers through a shared vision and common values

11 Philosopher “When Virtue Is Not Rewarded and Evil Is Not Punished” Takes action through a sense of obligation rather than personal ambition or extrinsic rewards Takes action through a sense of obligation rather than personal ambition or extrinsic rewards Chooses the right course of action rather than the easy way out Chooses the right course of action rather than the easy way out Deals with uncertainty and adapts to the situation Deals with uncertainty and adapts to the situation

12 “Voices” Leadership Traits Self-discipline Self-discipline Judgement Judgement Imagination Imagination Analytic Ability Analytic Ability Impeccable Personal Behavior Impeccable Personal Behavior Military Bearing & Forcefulness Military Bearing & Forcefulness Speaking Ability Writing Ability Self-improvement Correcting Perceived Wrongs Stamina Selfless Service Work Ethic

13 USMC: GEN Krulak’s 14 Basic Traits of Effective Leadership Bearing Bearing Courage Courage Decisiveness Decisiveness Dependability Dependability Endurance Endurance Enthusiasm Enthusiasm Initiative Initiative Integrity Sound Judgement Sense of Justice Knowledge Loyalty Tact Unselfish

14 USMC Leadership Principles Be Technically and Tactically Proficient Be Technically and Tactically Proficient Know Yourself and Seek Self Improvement Know Yourself and Seek Self Improvement Know Your People and Look Out for Their Welfare Know Your People and Look Out for Their Welfare Keep Your People Informed Keep Your People Informed Set the Example Set the Example Ensure That the Task Is Understood, Supervised, and Accomplished Ensure That the Task Is Understood, Supervised, and Accomplished Train Your People As a Team Make Sound and Timely Decisions Develop a Sense of Responsibility Among Your Subordinates Employ Your Unit in Accordance With Its Capabilities Seek Responsibility and Take Responsibility for Your Actions

15 Case Study Submarine Inventory

16 Next Class: Followership, Loyalty, and Senior- Subordinate Relationship Naval Leadership: Voices of Experience Naval Leadership: Voices of Experience -section 6 (pp 44-54) -section 6 (pp 44-54) -section 16 (pp ) -section 16 (pp ) -section 17 from “Making Unpopular Orders Palatable” to the end of the section (pp ) -section 17 from “Making Unpopular Orders Palatable” to the end of the section (pp ) -section 19 (pp ) -section 19 (pp )

17 Questions ???


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