AGSNCOBC_3TP_LEADERSHIP_FUNDAMENTALS.pptx

fundamentals

1. Leadership Fundamentals

2. • Name: TSg Cresanto R Ocariza (AGS) PA •Designation: Department NCO, Advance Dept and NCO Instructor III •Unit: Soldier Support School, Sustainment Center, TRADOC, PA •Date of Enlistment: 27 April 2005 •Schooling: AGSNCOBC Class 44-15, AGSNCOAC Class 37-20 and IDT Class 65-22 •Previous Assignments: - Personnel NCO, Alpha Company, 24IB, 7ID, PA - Personnel Services NCO, 24IB, 7ID, PA - Personnel NCO, 24IB, 7ID - Admin NCO, CSSS, TRADOC - Section NCO, Admin Branch INSTRUCTOR’S PROFILE

3. CLASSROOM RULES

4. SAFETY PRECAUTIONS P R S E A C F A E U T T Y I O N S

5. OBJECTIVES At the end of the session, the students will be able to discuss leadership fundamentals in a classroom setting IAW FM 6-22.

6. OBJECTIVES Define leadership. Discuss the Army leadership requirements model. Describe the dynamics of leadership. Explain the roles of different leaders Discuss the levels of leadership Describe the different leadership styles Compare the different leadership styles

7. REFERENCES FC 8-071 PAM 8-0101 FM 22-100 FM 6-22

8. Naranasan mo na bang mag- utos ng walang uutusan ? Definition of Leadership “Influencing people by providing purpose, direction, and motivation while operating to accomplish a mission and improving the organization .” Page 2-4 FC 8-071

9. Core Leaders Attributes: Character : the moral and ethical qualities of the leader. Presence : characteristics open to display by the leader and open to viewing by others. Intellect: the mental and social abilities the leader applies while leading.

10. Core Leader Competencies: Leads : provides purpose, direction, and motivation; builds trust; provides an example; communicates. Develops : develops themselves, creates a positive climate, develops subordinates, and stewards the profession Achieves : executes , adjusts, and gets results to accomplish tasks and missions on time and to standard.

11. Leads How leadership is conveyed Within the chain of command Lead Others Extend Influence Lead by Example Who a leader influence and how Beyond the unit and chain of command By interpersonal connections By Action By Words Communicates B uilds trust Category Distinguishing Aspect Instances Competencies

12. Develops Time horizon for development Unit Lead others Extend influence Lead by example For whom development in conducted Self Subordinates, peers superiors Future Army Stewards of profession Category Distinguishing Aspect Instances Competencies

13. Achieves Gets results Leadership actions most related to the outcome Category Distinguishing Aspect Instances Competencies Integration of people and tasks

14. DYNAMICS OF LEADERSHIP THE LEADER; Influences others to accomplish mission Motivates people both outside and inside the chain of command Adapt to the dynamics of situation Achieve best possible outcome Behave as a leader of good character Knows their strengths and weaknesses Can be a formal or Informal leader

15. DYNAMICS OF LEADERSHIP THE LED; Inexperienced follower requires greater oversight and control Seasoned and competent follower requires lesser oversight and control All FOLLOWERS are also leaders Respond to the authority of a leader and specific direction

16. DYNAMICS OF LEADERSHIP THE SITUATION; Every situation is unique it can be a high risk or low risk situation Time equals urgency Subordinates level of competency N eeds for different approaches

17. DYNAMICS OF LEADERSHIP Areas of improvement on attributes and core competencies; Know how to assess tasks and conditions. Know how to assess their own capabilities and those of their followers. Know how to adjust their leadership techniques. Know those they lead. Understand how to employ the mission command approach to the situation. Develop themselves and the competence of subordinates. Establish and maintain positive leadership climates.

18. ROLES OF LEADERSHIP Officers Command, establish policy and manage risk and resources Integrate collective and individual trainings Serves at all level of command Maintains momentum of the operation Responsible and accountable for what their unit does and fails to do

19. ROLES OF LEADERSHIP Noncommissioned Officers Maintains standard and discipline Conducts day to day unit operations Prepares soldiers for operation (technical, tactical, fitness and resiliency) Execute small unit tactical operations Perform as Trainers, Mentors, Communicators, and Advisors Decides base on the commander’s intent Supports the chain of command.

20. Face to face leadership Teams (Fighting Positions) Squads (Supplies) Platoon (Ammo Requirements) Department (2 levels Up/2 levels Down) Company (FAs and Equipment) More Certainty Less Complex

21. Leads through subordinate leaders Supports subordinate leaders Understand and communicates commander’s intent 2 level up and 2 levels down Leads multiple functions and combined arms operation Observe monitor and assess the accomplishment of Commander’s intent and adjust priorities if needed

22. Guides and integrates multiple organizational level Influences and allocate resources Communicate strategic vision Ensure directives, policies and programs and systems are ethical, effective and efficient Catalyst of change and transformation Coordinates with congress for systems and equipment acquisition

23. LEADERSHIP STYLES Directing Participating Delegating Transformational and Transactional

24. Leader centered approach Don’t solicit input from subordinates Detailed instruction as to how, when, and where to perform tasks Appropriate if there is time constraint Fast paced operations When leading inexperienced subordinates NOTE: Never use abusive or demeaning language nor threaten with intimidation when using Directing Leadership style.. DIRECTING LEADERSHIP

25. Both leader and team centered approach Soliciting inputs, information and recommendation Appropriate if there is enough time When leading experienced subordinates or team Leader is still responsible for the quality of his plan and decision PARTICIPATING LEADERSHIP

26. Delegating authority and decision making to solve problems Learning experience for subordinate being groomed to be leader Appropriate for mature and experienced subordinate Typically used for experienced NCO and officers at organizational and strategic level. NOTE: Your subordinate is accountable to you, but you are still responsible on the consequences of the situation be it good or bad. DELEGATING LEADERSHIP

27. It emphasize individual growth and organizational enhancement Empowering and mentally stimulating subordinates Effective for experienced follower You can communicate your intent then step back It gives broader understanding and allow the subordinates to take initiatives Effective for changes and new opportunities Works during crisis, instability mediocrity or disenchantment l NOTE: Using Transformational style ONLY will limit you ability to influence subordinates. TRANSFORMATIONAL LEADERSHIP

28. Motivating subordinates to work by offering rewards or threatening punishment. Prescribing task assignments in writing . Outlining all the conditions Management by exception NOTE: W hen using COMBINATION of Transformational and Transactional style will give emphasis on mental stimulation and individualized concern. TRANSACTIONAL LEADERSHIP

29. QUESTIONS?

30. SUMMARY Define leadership Discuss the Army leadership requirements model Describe the dynamics of leadership Explain the roles of different leaders Discuss the levels of leadership Describe the different leadership styles Compare the different leadership styles

31. Group yourselves into 5 groups. If you will choose 1 among the 5 Leadership Style which you will prioritize and WHY? Prepare a short presentation to defend your priority Style. Discuss among your group and Facilitator will choose the presentor among the group 30 mins to prepare and 10 minute presentation time per group.

32. Thank you and have a great day!