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LEADERSHIP ROLES

LEADERSHIP ROLES. BY SSGT BURNS. CHESTY PULLER. RANK STRUCTURE. A SET CHAIN OF COMMAND THAT PROVIDES THE WHO IS IN CHARGE STRUCTURE REQUIRED TO GET THINGS DONE

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LEADERSHIP ROLES

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  1. LEADERSHIP ROLES BY SSGT BURNS

  2. CHESTY PULLER

  3. RANK STRUCTURE • A SET CHAIN OF COMMAND THAT PROVIDES THE WHO IS IN CHARGE STRUCTURE REQUIRED TO GET THINGS DONE • INDIVIDUAL AUTHORITY THAT ALLOWS AUTHORITY TO BE GIVEN TO INDIVIDUALS AT THE ORGANIZATIONAL LEVEL WHICH GETS THINGS GOING AND THINGS DONE

  4. STANDARDIZED ORGANIZATIONAL STRUCTURE THAT PROVIDES A SET OR BASE ORGANIZATION THAT ALLOWS PERSONNEL TO MOVE FROM BILLET TO BILLET • LINES OF COMMUNICATION THAT ESTABLISHES THE WHO NEEDS TO KNOW FOR THE DECISION MAKING PROCESS IN THE CHAIN OF COMMAND

  5. DECENTRALIZED EXECUTION THAT ALLOWS EXECUTION OF ORDERS AT THE LOWEST ORGANIZATIONAL LEVEL DIRECTLY AFFECTED BY THE DECISION/ACTION

  6. ROLE • THE TWO MAJOR ROLES THAT A MARINE IS EXPECTED TO FULFILL ARE INSTITUTIONAL ( HIS ROLE AS A MARINE PROFESSIONAL) AND ORGANIZATIONAL ( HOW HE FUNCTIONS IN HIS ROLE IN HIS UNIT)

  7. INSTITUTIONAL ROLE • AN AMERICAN FIGHTING MAN IN THE CORPS • A MARINE SERVING IN HIS ROLE AS EITHER AN ENLISTED MAN OR OFFICER • A MARINE SERVING IN HIS SPECIFIC RANK

  8. A MARINE SERVING IN HIS MOS • A MARINE SERVING AS A ROLE MODEL—AS AN EXAMPLE FOR OTHER COMBINING ALL OF THE ABOVE

  9. THE LEADERSHIP TRAITS AND PRINCIPLES ARE EXAMPLES OF INSTITUTIONAL BEHAVIORAL IDEALS AND GOALS FOR MARINES • SERVICE TO COUNTRY THOUGH MISSION ACCOMPLISHMENT • TO BE BE PREPARED TO INFLICT DEATH OR INJURY TO AN ENEMY DURING WAR • ADHERENCE TO THE CODE OF CONDUCT

  10. ORGANIZATIONAL ROLE • THESE ROLES INCLUDE ADDITIONAL EXPECTED BEHAVIOR THAT GOES WITH A SPECIFIC UNIT, SUCH AS A MEMBER OF A DISBURSING BRANCH, RECONNAISANCE BATTALION, OR AN AVIATION MAINTENENANCE SECTION

  11. ENABLE THE INDIVIDUAL TO IDENTIFY WITH THE UNIT • SET THE ORGANIZATION APART AND GIVE IT A SPECIAL NATURE • MAY REQUIRE THE INDIVIDUAL TO ADOPT SPECIAL CUSTOMS, A DIFFERENT MANNOR OF DRESS, AND A GENERAL PERSONALITY CHARACTERISTIC

  12. AFFECTS ON YOUR ROLE • YOUR UNDERSTANDING OF WHAT ROLE YOU SHOULD PLAY • YOUR SUBORDINATES EXPECTATIONS • YOUR INSTITUTIONAL AND ORGANIZATIONAL ROLES

  13. SUBORDINATES EXPECTATIONS • HONEST, JUST AND FAIR TREATMENT • A CLIMATE OF TRUST AND CONFIDENCE • LOYALTY • THE BEST IN LEADERSHIP • DEMANDS ON THEM COMMENSURATE WITH THEIR CAPABILITIES

  14. LEADERS EXPECTATIONS • BE RESPONSIBLE AND USE INITIATIVE • DISPLAY LOYAL BEHAVIOR TO SENIORS, OBEDIENT SERVICE TO SENIORS’ ORDERS • USE THEIR ABILITIES FOR THE GOOD OF THE MISSION • TAKE ACTION EVEN THOUGH COMPLETE INFORMATION MAY NOT BE AVAILABLE

  15. READ APPENDIX A THE STRATEGIC CORPORAL: LEADERSHIP IN THE THREE BLOCK WAR BY GEN CHARLES C. KRULAK

  16. INTERRELATIONSHIPS OF THE LEADERSHIP RANK STRUCTURE • OUR DAY-TO-DAY CONTACT WITH ONE ANOTHER AS PROFESSIONAL MARINES CROSSES BOTH UNIT AND ORGANIZATIONAL BOUNDARIES AND INCLUDES DIRECT AND INDIRECT CONTACT DURING BUSINESS, SOCIAL, OR OTHER NON-SOCIAL ACTIVITIES

  17. THE FUNCTION AND INTERACTION OF MARINES • THE PRIMARY INTERRELATIONSHIP IS BASED ON YOUR ORGANIZATIONAL ROLE • WITHIN THIS ROLE YOU ARE A SENIOR, A PEER, AND A SUBORDINATE • EFFECTIVENESS OF THESE ROLES IS THE RESULT OF YOUR ABILITY TO FUNCTION AS A LINK IN THE CHAIN OF COMMAND

  18. AS A SUBORDINATE YOU PROVIDE COMMUNICATION DOWN TO YOUR SUBORDINATES ON UNIT GOALS AND OBJECTIVES, DISSEMINATE INFORMATION ON POLICIES, AND INTERPRET CHANGES • AS THE SENIOR YOU PROVIDE COMMUNICATION UPWARD TO SENIORS ON YOUR SUBORDINATES’ REQUIREMENTS FOR RESOURCES TO ACCOMPLISH THEIR MISSION, THEIR GOALS, AND THEIR WELFARE

  19. IMPACT FOR INDIVIDUAL RESPONSIBILITY FAILURE • HE LOSES HIS CREDIBILITY • HIS OVERALL PRESTIGE, RESPECT, TRUST, AND CONFIDENCE AND THAT OF THE MARINE CORPS IS DAMAGED • HE SETS A POOR EXAMPLE FOR SENIORS, PEERS, AND SUBORDINATES • HIS FAILURE MAY REINFORE LOWER STANDARDS

  20. FAILURE IN THE ORGANIZATIONAL ROLE • HE MAY BEGUILTY OF ALL THOSE ITEMS PREVIOUSLY LISTED UNDER INSTITUTIONAL ROLE • HE MAY DISRUPT THE NORMAL FUNCTIONING OF THE CHAIN OF COMMAND AND COMMUNICATION FLOW.

  21. TO SOME DEGREE ALL MARINES ARE INVLVED IN PLANNING, ORGANIZING, COORDINATING, DIRECTING, AND CONTROLLING • HARDEST THING TO UNDERSTAND IS HOW WE FIT INTO THE SYSTEM AND WHAT ARE OUR ACTUALL DUTIES AND RESPONSIBILITIES • WHAT IS EXPECTED OF ME

  22. TASK AND DUTIES(OFFICERS) • GENERAL OFFICERS- PROVIDE LONG RANGE GOALS AND OBJECTIVES, GENERAL GUIDANCE, AND ACQUIRE THE RESOURCES NECESSARY TO ACCOMPLISH THEM

  23. FIELD GRADE OFFICERS – DEVELOP THE PLANS AND POLICIES TO ACHIEVE THE GOALS AND OBJECTIVES WITHIN THE GUIDANCE, ASSIGN MISSIONS TO UNITS, AND ALLOCATE THE RESOURCES

  24. COMPANY GRADE OFFICERS- IMPLEMENT AND EXECUTE THE PLANS AND THEIR ASSIGNED MISSION TO ACCOMPLISH THE GOALS AND OBJECTIVES UTILIZING THE RESOURCES PROVIDED

  25. OFFICERS EXERCISE COMMAND • ARE ACCOUNTABLE FOR MISSION ACCOMPLISHMENT • ACCOUNTABLE FOR UNIT READINESS AND PERFORMANCE • SET STANDARDS FOR UNIT PERFORMANCE • DELEGATE AUTHORITY • ADMINISTER PUNISHMENT UNDER THE UCMJ

  26. ARE RESPONSIBLE FOR THE DEVELOPMENT AND TRAINING OF OFFICERS, SNCO’S, AND NCO SUBORDINATES • ESTABLISH AND MAINTAIN PROFESSIONAL STANDARDS FOR THE OFFICER CORPS • EXPECTED TO SUPPORT SUBORDINATES • RESPONSIBLE FOR THE PROMOTION SYSTEM FOR ALL MARINES

  27. TASKS AND DUTIES(NCO’S) • THE COMPLEMENTARY RELATIONSHIP AND MUTUAL RESPECT BETWEEN THE COMMISSIONED OFFICERS AND NONCOMMISSIONED OFFICER IS BASED ON TRADITIONAL, FUNCTIONAL, AND LEGAL REASONS • MANY TASKS AND DUTIES ARE OVERLAPPING AND MUST BE SHARED TO SOME DEGREE.

  28. NCO’S TRAIN SUBORDINATES IN THEIR MOS AND BASIC MILITARY SKILLS • ACCOUNTABLE FOR THE ACTIONS OF THEIR MEN • ENFORCE STANDARDS • ENSURE SUPERVISION • ASSIST IN PERSONAL AND PROFESSIONAL DEVELOPMENT • PROVIDE COMMUNICATION LINK BETWEEN THE INDIVIDUAL AND ORGANIZATION

  29. PLAN AND CONDUCT THE ROUTINE AND DAY-TO-DAY UNIT OPERATION WITHIN THE GUIDELINES ESTABLISHED • MAINTAIN APPEARANCE AND CONDITION OF UNIT BILLETING • MAINTAIN READINESS, SERVICEABILITY, AND ACCOUNTABILITY • SUPPORT AND FOLLOW POLICIES ESTABLISHED

  30. ROLES AND RESPONSIBILITES(PEERS) • SUPPORT AND HELP EACH OTHER • COMPETE IN SPIRIT OF ENHANCING ESPIRT AND MISSION ACCOMPLISHMENT • EXERT A POSITIVE INFLUENCE ON YOUR COMMRADES • SET A GOOD EXAMPLE

  31. MAINTAIN PROFESSIONAL WORKING RELATIONSHIPS BETWEEN RANKS • UNDERSTAND YOUR ROLE • KNOW THE ROLES OF SENIORS, PEERS AND SUBORDINATES • ENSURE YOUR SUBORDINATES KNOW AND UNDERSTAND THEIR ROLES AND THE ROLES AROUND THEM • GIVE THEM THE NECESSARY RESOURCES AND FREEDOM OF ACTION

  32. INSIST THAT THEY ACCOMPLISH THEIR ASSIGNED DUTIES • ADHERE TO THE STANDARDS OF THE CORPS AND REQUIRE ALL OTHERS TO DO THE SAME • DELEGATE THE NECESSARY AUTHORITY FOR SUBORDINATES TO ACCOMPLISH THEIR GOALS • PROVIDE SUBORDINATES WITH FEEDBACK ON HOW WELL THEIR DOING • PRAISE IN PUBLIC, SCORN IN PRIVATE • MAINTAIN OPEN COMMUNICATION LINES

  33. QUESTIONS

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