Leadership Philosophy

1. Leadership Philosophy Texas Wing NCOA Spring 2001

2. Objectives • Identify and understand NCO roles and responsibilities. • Understand principles of philosophical leadership. • Apply Leadership Volume 1 material to situational leadership.

3. Leadership: • Leadership is the art of influencing and directing people in a way that will win their obedience, confidence, respect, and loyal cooperation in achieving a common objective.

4. Non-Commissioned Officer • What is a non-commissioned officer and what are his responsibilities?

5. Non-Commissioned Officer According to the military, the non-commissioned officer is responsible for: • Focusing on individual training that leads to mission capability. • Leading individuals and teams. • Ensuring that subordinate NCO’s and enlisted soldiers are prepared to function as effective unit member. • Concentrating on the standards of performance, training, and development of subordinate NCO’s and enlisted persons. • Officers set goals, NCOs achieve them.

6. An NCO is NOT • An officer, nor an officer an NCO. • Gunny Hartley of “Full Metal Jacket” • Overbearing • Abusive • Unprofessional or Arrogant

7. NCO/Officer Relationship Communications • There is but one chain of command, the NCO support channel parallels and reinforces it. • NCOs use the channel to pass information, and enforce standards of performance, training, appearance and conduct. • Officers and NCOs at all echelons must continually communicate with one another, whether through the NCO support channel or through the chain of command.

8. The NCO Support Chain

9. NCO/Officer Relationship Authority • Authority is the legitimate power of leaders to direct subordinates or to take action within their scope of responsibility. • Leaders have command authority when they assume positions requiring the direction and control of other people. • NCOs may have command authority under certain circumstances.

10. Styles of Leadership Authoritarian • Useful for situations involving time limits or critical situations. • Examples are a flight commander in combat or surgeon. • Should be used sparingly, otherwise authority is based on fear.

11. Styles of Leadership Democratic • Used in conjunction with effective listening, discussion, and consideration. • Useful for allowing equal stake in achieving a common goal.

12. Styles of Leadership Laissez-Faire (hands off) • Used when your people know their jobs and are accomplishing assigned tasks punctually and efficiently. • Style is “permitting to do” NOT “leaving to do.”

13. Leadership Attributes • Power • Prominence • Respect • Awareness • Direction • Structure • Preparation for Conflict • Consistent results

14. Maslow’s Hierarchy of Needs • Motivation theory states that a person has a list of needs that are arranged according to urgency. • Those at the bottom of the hierarchy are basic to survival, while those at the top are essential to life.

15. Needs • Physiological- need for water, food, oxygen, etc. • Safety- need to feel safe from harm and not be in pain • Social- need to be loved, worthy and respected. • Aesthetic- need for order and balance, to appreciate beauty and art • Self Actualization- need for self fulfillment.

16. Needs • Leaders must provide for needs to accomplish their goals in the most effective manner possible. • Those individuals who fail to achieve certain needs will fail to perform to standards.

17. The Social Contract • NCOs should be familiar with the idea represented by the social contract as an means of authority. • In short, those to be governed agree to surrender a certain portion of their rights as human beings to a form of leadership. • In exchange, the responsibility of the leader is to guarantee the sanctity of those rights that remain.

18. Conclusion • NCOs assume responsibility for their followers, while accomplishing goals as outlined by their officers. • NCOs use philosophical principles daily to carry out their missions. • The NCO is the key to the chain of command.