Leadership

1. Leadership A lesson in effective leadership elements, traits, and styles

2. Basic Elements of Leadership • Leadership is the art of influencing and directing people to accomplish the mission • Being a leader means more than winning an election or receiving a title • A leader directs others toward a common goal • Any member can be a leader when he or she influences the others to help the group reach its goal Chapter 7, Lesson 1

3. The Air Force’s concept of leadership has two elements: the mission and the people who must carry out the mission The Air Force Leadership Concept Photo courtesy of U.S. Air Force Officer Opportunities Chapter 7, Lesson 1

4. Mission—The primary task of an organization is to perform its mission The leader’s primary responsibility is to lead team members to carry out the mission successfully Yet a leader must never forget the importance of the team’s people The Air Force Leadership Concept Chapter 7, Lesson 1

5. People—People perform the mission They are the heart of the organization Without their support, any team will fail A leader’s responsibilities include caring for and supporting team members The Air Force Leadership Concept Photo Courtesy of Ilene Perlmam Chapter 7, Lesson 1

6. Effective leaders have certain traits that make up the foundation of their approach to their work These traits form their character Your character defines you as a leader Traits of Effective Leaders Chapter 7, Lesson 2

7. Many traits go into building a strong character For you, as a future leader, six traits are essential: Six Traits of Effective Leaders Chapter 7, Lesson 2

8. Having integrity means establishing a set of values and adhering to them Integrity means being a whole person—in mind, body, and spirit Integrity is a total commitment to the highest personal and professional standards Integrity Chapter 7, Lesson 2

9. Loyaltyis faithfulness or allegiance—to superiors, peers, and subordinates Leaders must display loyalty to their team members before they can expect members to be loyal to them Loyalty Photo courtesy of Ilene Perlman Chapter 7, Lesson 2

10. Dedicated service is the hallmark of the leader A leader must demonstrate total dedication to the United States, the Air Force, and the team This commitment sets an example for team members Commitment is contagious Commitment Chapter 7, Lesson 2

11. Energy is an enthusiasm and drive to take the initiative Throughout history, successful leaders have demonstrated both mental and physical energy They approached assigned tasks aggressively They had the perseverance and stamina to stay the course Energy Photo courtesy of Clipart.com Chapter 7, Lesson 2

12. Decisiveness is a willingness to act A leader must make timely decisions and then effectively communicate those decisions to the team Decisiveness includes the willingness to accept responsibility for one’s actions Decisiveness Chapter 7, Lesson 2

13. Selflessness is the ability to sacrifice personal needs and wants for a greater cause Leaders put accomplishing their mission and caring for their people before their own welfare or desires Willingness to sacrifice is essential to military service Selflessness Chapter 7, Lesson 2

14. Selflessness includes the courage to face and overcome difficulties and physical dangers It also includes the need to make difficult decisions—this is moral courage Selflessness Photo courtesy of Clipart.com Chapter 7, Lesson 2

15. Probably nothing is as important in a leader as commitment to the job Indicators of a strong personal commitment in a leader are the “3 Es”: nthusiasm nergy mpathy Commitment in a Leader Graphics courtesy of Clipart.com Chapter 7, Lesson 2

16. These three forces (“3 Es”) define you as a leader and keep you motivated to lead Without them, you’d find no flavor or color in your work It would be “just a job” Commitment in a Leader Photo courtesy of Clipart.com Chapter 7, Lesson 2

17. Enthusiasm is great excitement for and interest in a subject or cause It’s the underlying force that pushes people to become leaders Try as you might, it’s hard to find a successful unenthusiastic leader Enthusiasm Chapter 7, Lesson 2

18. Energy as a character trait is the willingness to take on a job and see it to completion But leaders also have another kind of energy—the energy of personality Leaders are serious about their individuality—they are not comfortable following the herd Energy and Personality Chapter 7, Lesson 2

19. Empathyis the ability to show compassion for people It’s the capacity to feel what others feel and to act on that solidarity Empathy Photo courtesy of Clipart.com Chapter 7, Lesson 2

20. People who show empathy can usually see beneath the surface to the root causes of problems Good leaders empathize with their team members Empathy inspires trust Empathy Photo courtesy of Clipart.com Chapter 7, Lesson 2

21. To be a successful leader, you must recognize your strengths or abilities, as well as your limitations You must then build on your strengths and try to overcome your weaknesses As a leader, you must understand your own role Knowing Yourself and Your Role Chapter 7, Lesson 3

22. You must also understand how your team contributes to the overall mission of the organization Finally, you must make sure that each team member understands how his or her role relates to the mission Knowing Yourself and Your Role Photo courtesy of Clipart.com Chapter 7, Lesson 3

23. Setting an example means giving people a strong model to imitate As a leader, you must set the standard for your team by your actions as well as your words If you are arrogant or domineering, you will command little respect Setting the Example Photo courtesy of Ilene Perlman Chapter 7, Lesson 3

24. Self-control is also essential—a leader who cannot control himself or herself cannot control others Lack of self-discipline in a leader destroys the team’s unity and its ability to perform Setting the Example Chapter 7, Lesson 3

25. A leader’s greatest challenge is to motivate team members to achieve the high standards set for them The ability to generate enthusiasm about the mission may be the single most important factor in leadership Motivate Photo courtesy of Ilene Perlman Chapter 7, Lesson 3

26. Becoming a good leader requires training and practice It’s helpful to understand the difference between leadershipand management: Leadership is the art of influencing and directing people to accomplish the mission Management is supervising the use of resources to achieve team objectives In essence, you lead people, and you manage things Leadership Behavior Chapter 8, Lesson 1

27. The leader must base his or her approach on the situation Situational leadership is a leadership model based on the concept that there is no single best way to influence and lead people Two orientations on the leader’s part—orientation toward people and orientation toward task—are key to understanding situational leadership How Does a Leader Get People to Accomplish a Mission? Chapter 8, Lesson 1

28. Task behavior is the leader’s involvement in defining the duties and responsibilities of an individual or a group Task behaviors include directing team members on what to do, how to do it, and when to do it Orientation Toward Task Photo courtesy of Clipart.com Chapter 8, Lesson 1

29. Four Leadership Styles Chapter 8, Lesson 1

30. The leaderprovides specific instructions Closely supervises team members as they perform their tasks High task orientation and a low relationship orientation People lack competence but are enthusiastic and committed Directing (Style 1) Chapter 8, Lesson 1

31. Typical telling behaviors include: directing others what to do supervising them closely following up to ensure they complete their tasks Directing (Style 1) Chapter 8, Lesson 1

32. The leader closely supervises task completion and following up Provides explanations and opportunities for clarification from team members People who have some competence but lack commitment Coaching (Style 2) Chapter 8, Lesson 1

33. Typical selling behaviors include: supervising closely following up explaining relationships between tasks and team goals encouraging questions supporting progress Coaching (Style 2) Photo courtesy of Clipart.com Chapter 8, Lesson 1

34. The leader helps and supports team members’ efforts toward completing the task by sharing ideas and responsibility for decision making with his or her team members People who have competence but lack confidence or motivation Supporting (Style 3) Chapter 8, Lesson 1

35. Participating behaviors include: asking team members for ideas listening encouraging others to try out their ideas allowing others to structure their tasks sharing control and accountability Supporting (Style 3) Photo courtesy of Clipart.com Chapter 8, Lesson 1

36. The leader turns responsibility for decision making, problem solving, and implementation over to team members People who have both competence and commitment Delegating (Style 4) Chapter 8, Lesson 1

37. Delegating behaviors include: setting task boundaries letting others make their own decisions allowing members to chart their own courses of action giving group members the freedom they need to do the job well providing help when asked monitoring progress Delegating (Style 4) Chapter 8, Lesson 1

38. Situational Leadership Model • http://www.slideshare.net/sherooo83/situational-leadership-ii

39. Tuckman’s Model – Team Dynamics • Forming • Storming • Norming • Performing

40. Drucker’s Teams • Baseball – Players play in fixed positions, but don’t play as a team. • Football – Players play on the team, but one position has to be effective for the team’s success. • Tennis Doubles Team – Best Type of Team – Players use strengths and weaknesses to overcome difficulties.

41. Situations and Team Capabilities Followership Ability Willingness Confidence Proactive

42. The Importance of Good Followership • “Before you can lead, you have to learn to follow” • Followership is displaying the attitudes, behaviors, and actions that help a leader succeed at leading • A dynamic follower who shares the leader’s goals and values is an invaluable team member Chapter 8, Lesson 2

43. The Follower Relationship • Throughout your life you will be a follower in one role or another • For example, on a sports team, you follow the lead of the captain or coach Photo courtesy of Thinkstock Images Chapter 8, Lesson 2

44. The Follower Relationship • The relationship between follower and leader sometimes blurs • During a single day, a team member’s role might flip back and forth from leader to follower • A group of business leaders was asked to list traits they looked for in leaders and followers. The traits they chose were similar: • Leader: honest, competent, forward-looking, inspiring • Follower: honest, competent, dependable, cooperative Chapter 8, Lesson 2

45. Followers Have Power • As a member of a group, you probably possess certain skills or knowledge that no one else does • To the degree that the team needs your knowledge and skills, you as a follower can exert considerable power • Your skill may even be the power of your personality Chapter 8, Lesson 2

46. The Readiness Factors of Followers • Readiness is how prepared a team member is to carry out a particular task or tasks • Team members are at different levels of readiness as they face each task • The leader’s job is to help followers gain the knowledge and skills they need to perform at the highest level they can Chapter 8, Lesson 2

47. The Readiness Factors of Followers • Three factors determine readiness: • ability • willingness • confidence Photo courtesy of Ilene Perlman Chapter 8, Lesson 2

48. Ability of Followers • Ability is the knowledge, experience, and skill a team member or a team brings to a task • If you are a leader, first consider the task you will be assigning and its desired outcome • Then decide which followers are best suited, by knowledge, skill, and experience, to handle that task Chapter 8, Lesson 2

49. Willingness of Followers • Willingnessis the degree to which a team member or a team shows confidence, commitment, and motivation to accomplish a task • Willingness consists of the ability to do the work, a sense of duty in doing it, and a desire to do it • Ability and willingness work in tandem Chapter 8, Lesson 2

50. Confidence of Followers • As team members learn more and become more competent, their confidence level will increase • Confidence is a team member’s level of energy, enthusiasm, and commitment • As a leader, you must be aware of your followers’ changing levels of confidence and competence Chapter 8, Lesson 2