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Leadership

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  1. Leadership

  2. Leadership What style of Leader am I? What are my strengths/weaknesses? Are my methods effective?

  3. Leadership Autocratic leadership. Bureaucratic leadership. Charismatic leadership. Democratic leadership or participative leadership. Laissez-faire leadership. People-oriented leadership or relations-oriented leadership. Servant leadership. Task-oriented leadership. Transactional leadership. Transformational leadership. Leadership Types

  4. Leadership Please follow the link below and take the leadership quiz. This will help identify your natural leadership style. Leadership Style Quiz

  5. Leadership Being an Ethical Leader Displaying Core Values Making the Hard Choices

  6. Ethical Leadership Ethical leadership combines ethical decision-making and ethical behavior, and occurs in both an individual and organizational context. A major responsibility of a leader is to make ethical decisions and behave in ethical ways, and to see that the organization understands and practices its ethical codes. Ethical Leadership

  7. Ethical Leadership Values The core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others; what individuals believe to be of worth and importance to their life.

  8. Ethical Leadership Morals Values that we attribute to a system of beliefs that help us define right from wrong, good versus bad. Typically, they get their authority from something outside the individual—they come from a higher being or authority.

  9. Ethical Leadership Ethics The study of what we understand to be good and right behavior and the study of how we judge those behaviors. A set of standards of conduct that guide decisions and actions based on duties derived from core values. We characterize people as ethical when they act in ways that are consistent with societal moral values. The ethics of our decisions and actions are defined societally, not individually.

  10. Ethical Leadership Military ethics Deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment. The American military ethic is designed to put principle above self-interest. Personal integrity and moral courage are the keys to viability of that ethic.

  11. Ethical Leadership USAF ETHICAL CODES There are ethical codes of conduct widely accepted by the Air Force that help NCOs make proper ethical decisions when faced with various ethical dilemmas. These codes make it possible to act and behave in an ethical manner in any given situation. The following list contains many of the accepted codes the Air Force uses to maintain an ethical climate. - USAF Core Values - AFI 36-2618 - Airman’s Creed - Professional Development Guide (PDG) - Code of Conduct - DOD Joint Staff Guide 5260, Service Member's Personal Protection Guide: A Self-Help Handbook to Combating Terrorism Law of Armed Conflict (LOAC) Uniformed Code of Military Justice (UCMJ) The ethical codes stated above give NCOs the resources needed to ensure proper ethical behavior. In addition to these codes, there are principles leaders can follow to help maintain that ethical behavior.

  12. Airmans Creed

  13. Integrity first Service before self Excellence in all we do USAF Core Values

  14. Integrity is a character trait. It is the willingness to do what is right even when no one is looking. • • Integrity is the ability to hold together and properly regulate all of the elements of • • But integrity also covers several other moral traits indispensable to national service. • Courage • Honestly • Responsibility • Accountability • Justice • Openness • Self Respect • Humility Integrity first

  15. Service before self Service before self tells us that professional duties take precedence over personal desires. At the very least it includes the following behaviors Rule Following Respect for Others Discipline and Self Control Faith in the System

  16. Excellence in all we do Excellence in all we do directs us to develop a sustained passion for the continuous improvementand innovation that will propel the Air Force into a long-term, upward spiral ofaccomplishmentand performance. Product/Service Excellence Personal Excellence Community Excellence Resource Excellence Operations Excellence

  17. WHY THESE CORE VALUES? There are four reasons why we recognize the Core Values and have developed a strategy toimplement them. The Core Values tell us the price of admission to the Air Force itself They point to what is universal and unchanging in the profession of arms They help us get a fix on the ethical climate of an organization They serve as beacons vectoring us back to the path of professional conduct; the Core Values allow us to transform a climate of corrosion into aclimate of ethical commitment

  18. Followership To succeed, leaders must teach their followers leadership and followership skills. If we fail to have effective followers, we will also have ineffective leaders. Ten Rules of Good Followership

  19. Followership Five Essential Qualities of Effective Followership Self Management- This quality refers to the ability to determine one’s own goals within a large context and to decide what role to take at any given time. Committed- to the organization and to a purpose beyond themselves, effective followers strive to excel at everything they do. Competent- build their competence and focus their efforts for maximum impact. They strive to reach higher levels of performance and expand themselves. Integrity- One of the most important characteristics of an effective follower may be the willingness to tell the truth. It is imperative that followers provide truthful information to their leaders. Initiative- Initiative is motivation, determination, perseverance, and risk-taking. Being a good follower requires more than just meeting the standards.

  20. Followership Effective Feedback and Advice Good followers speak up even when they disagree with their leaders. Effective leaders want to know what their followers think so they seek feedback and respect their followers for speaking up.

  21. Leadership Influence • Position Power • Coercive • Connection • Reward • Legitimate

  22. Leadership Influence Coercive power: Deals with a leader’s perceived ability to provide sanctions, punishment, or consequences for not performing.

  23. Leadership Influence Connection power comes from the perception of the leader’s association with people of influence inside or outside of the organization.

  24. Leadership Influence Reward Power. Rewards can range from pats on the back or days off, to formal recognition within the organization. The problem with power derived from rewards is that rewards will often run their course.

  25. Leadership Influence Legitimate Power is the final type of position power. Legitimate power comes from a leader’s title, role, or position within the organization itself. This type of power provides leaders with the authority to make decisions and requests based on their position within the organization.

  26. Discipline Given the nature of our business, discipline is crucial. Orders may not be popular, but there comes a point where members must carry them out without question. If you do not enforce and maintain good order and discipline, you are guilty of undermining the success of your unit.

  27. Discipline • Be Progressive In Discipline • Counseling (Verbal or Written) • Admonitions and Reprimands (Verbal or Written) • Unfavorable Information File (UIF) • Control Rosters • Article 15 • Courts Martial

  28. Discipline • Some things NCOs must consider BEFORE making punishment recommendations include: • TIG & TIS • Current and Past Duty positions and level of responsibility in those positions • Duty performance • Overall behavior on/off duty • Seriousness of the infraction • Punishment given to others for the same offense • Potential for rehabilitation • Message sent to individual, Unit, Family and Community • Marital status • Financial status • Cultural background

  29. Summary Today we discussed some aspects of leadership. We covered Ethics, Core Values, Followership, Leadership Influence, and Discipline.

  30. Conclusion Wouldn’t it be great if we knew the secret to motivating people? As NCOs, our jobs would be so much easier if we had the ability to motivate people whenever we wanted. We have the responsibility as NCOs to commit to the organization’s goals, but how do we convince our Airmen to embrace those goals even when the goals are not very convenient? We must continue to hone our leadership abilities and strive to learn and adapt new leadership styles and techniques.

  31. Resources Leadership Arrow Picture http://www.legacee.com/Info/Leadership/LeaderResources.html Leadership Styles http://www.vectorstudy.com/management_topics/types_of_leadership.htm Leadership Quiz http://www.yourleadershiplegacy.com/assessment/assessment.php Ethical Leadership Picture http://leadingincontext.com/2011/06/08/leadership-ethics-training-why-its-a-challenge/lead-eth-training-why-so-hard-article/ Air Force Symbol http://en.wikipedia.org/wiki/File:US_Department_of_the_Air_Force_seal.png Follow Picture http://www.dreamstime.com/stock-photos-follow-the-leader--image14139103 Gavel Picture http://en.wikipedia.org/wiki/Gavel Leadership Video http://www.youtube.com/watch?v=wGNxHMFjigA&feature=related Airmans Creed Video http://www.youtube.com/watch?v=aE-uymptqlc 10 Rules Good Followership www.au.af.mil/au/awc/awcgate/au-24/meilinger.pdf Courts Martial http://www.military.com/benefits/content/military-legal-matters/courts-martial-explained.html