Leadership styles by

LEADERSHIP STYLE

 History:

Back in the 1930's social scientists began examine leadership. Through these studies, it was determined that leadership is something people do, and therefore the premise was developed that it is possibly something that people can learn to do.

One of the more famous studies identified leadership in three areas: (1) laissez-faire, (2) authoritarian, and (3) democratic. These studies reinforced the notion that over a long period the most productive groups were those identified with the democratic style of leadership. That is, the people had a part in the decisionmaking and in the development of a project, and the group was strengthened through this process. This, of course, supports the basic plan that we have had in Scouting since the days of Baden-Powell, known as the patrol method.

Back in the 1950's the armed forces of the United States became concerned about the quality of leadership among noncommissioned officers. Experiments were carried out in noncommissioned officer schools at Fort Hood in California. [Fort Hood is in Texas. In fact, the program, called Task NCO, was located at Fort Ord, California, and led by Dr. Paul Hood, a research psychologist and Task Leader for the U.S. Army's Human Resources Research Office. Editor] Several Scouters from the Monterey Bay Area Council learned of this program and designed a junior leadership training experience using some of the competencies or skills of leadership identified in this Army training, and it was known as the "White Stag" program. [As noted elsewhere, Dr. Béla Bánáthy actually founded White Stag in 1958 independently of the Army program. Editor]

This program came to the attention of the Boy Scouts of America through a member of the national Scouting committee [Maury Tripp]. As a result of several conferences, it was felt there were grounds for the Research Service to take a closer look at this White Stag program to determine the value of this approach to adult and boy leader growth.

By the mid-1960's a "blueprint for action" had been developed and approved through the Research Service to continue experimentation in the leadership development concept for adult and boy leaders. The first experience was conducted at the Schiff Scout Reservation in June 1967, using the Wood Badge as a vehicle to transmit this information and concept to participants selected from nine councils across the country. This first experience, although very crude, produced enthusiastic participants, and it was not long before five of these councils were selected to conduct experimental Wood Badge sessions using a careful monitoring and evaluating plan to develop further input into this leadership development concept.

By 1969 it was determined to expand leadership development to junior leader training in these five local councils. It proved to be successful, but the experimentation did not stop here. The Rockefeller Brothers Fund was approached to underwrite continued experimentation and evaluation at the two national junior leader instructor training areas located at the Philmont Scout Ranch in New Mexico and the Schiff Scout Reservation in New Jersey.

In 1971 more than 800 young men aged 13-17 experienced the leadership development idea at Philmont. This was evaluated by volunteers during a five-day conference held at the Rayado site on the Philmont Ranch. The unanimous decision of this group was to move ahead with leadership development.

Also about this time the framework for the improved Scouting program to be launched in September 1972 was being created. An idea for the 14- and 15-year-old members of a Scout troop to be known as the leadership corps was developed and included in the leadership development program. In 1972 councils were invited from all over the country to send representatives to experience the leadership development idea at the Philmont and Schiff sites. Also in 1972, the leadership development concept was fully integrated into the Wood Badge curriculum. Every course conducted in the United States in 1972 included the leadership development idea. Scoutmasters were getting this information to help themselves and to help the troop leaders who would be experiencing this course in every council beginning in the year 1973.

In the summer of 1972 the people associated with the Rockefeller Foundation requested that this program be evaluated by an outside source: hence the Management Analysis Center of Cambridge, Mass., was contracted to make an independent analysis of this experience by interviewing participants, staff members, and parents to determine Scouts' attitudes toward understanding the different aspects of leadership before and after they had completed this program. In their report, the Management Analysis Center indicated that the educational methods being used in leadership development are consistent with both the current state of knowledge concerning the conditions under which people learn most effectively and within the current practice in the best leadership development programs available to managers in both public and private organizations.

INTRODUCTION

 We have seen that it is not what Leaders are butwhat they do that is important, but how should they

lead? There are many examples of sayings such as

"Lead from the front" and "Lead by example".

 The reason there is no single answer is that the

Leadership style you adopt depends on the group, the task and the situation. The purpose of this

section is to explain the basis on which leadership is formed and what styles of leadership exist.

BASIS OF LEADERSHIP

 1.The leader of a team can be placed in that position in one of two ways. First the team itself can

appoint a leader through whatever process they accept. This may range from a conscious decision todiscuss and vote on a leader, or an unconscious decision to accept a self-appointed leader throug

want of any-one better. Secondly the leader may be appointed within a command or management

structure by more senior grades, such as in industry or the armed forces.

2.A leader appointed by the group gains their authority from the group itself. A leader appointed by

the organisation gains their authority from the rules and structure of the organisation. In both cases

authority has been granted but respect as a leader still has to be earned. If leadership is not providedthen the group will turn elsewhere. In the first case the group appointed leader will be voted out.

3.Moreseriously though within an organisation an unofficial leader of a group will rise to challenge theofficially appointed leader.

4. As a junior NCO in the Air Training Corps you have been granted authority by your CO when you

were promoted to Corporal. To earn respect as a leader you have to employ the functional leadership skills to real life situations. Functional leadership skills apply not only to "Pine Pole and Oil Drum".

LEADERSHIP STYLE

 As the situation affects which functions the leader carries out, it would also affect the manner in which the function is performed. There are broadly three types of leader:

• Authoritarian/Autocratic. Both words describe the type of leader who gives orders and

expects instant obedience without argument. Plans and policies are made in isolation from the

group. Orders are given without explanation for the reasons or of future intentions. The

autocratic leader does not become part of the team at all, but merely directs it.

• Passive/Democratic. Theoretically the best type of leader. The democratic leader makes no

suggestions but asks for the groups opinions. The group is left to make its own decisions

democratically which, are then "rubber stamped" by the leader.

Air Cadet NCO Development Training .

• Consultative. The consultative leader is part way between the autocratic and democratic style.

Opinions of the group are sought by the consultative leader who uses this information to make

decisions. The group are kept informed about the future and are allowed to debate and proposed changes to long term policy.

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ADVANTAGES AND DISADVANTAGES:-

 Autocratic. An autocratic style has several strengths:

• One person can make fast decisions and get quick and aggressive action.

• There is centralised control from one person.

• It is very successful for small groups with relatively simple tasks.

Consultative. With larger groups and more complex tasks, however, the leader has to delegate

sub-tasks to sub-leaders in the group. This involves explanation and communication so that the whole group understands the final objective and the part they play in achieving it. This requires a more consultative style to ensure everyone is motivated. Additionally, research has shown the act of

consultation satisfies the Team and Individual needs and improves morale. The advantages of the

consultative style are:

• In task needs the solution will be improved if the leader uses all the skills and knowledge of the

group. In addition the group will be more motivated to do the task if they have been involved in

the decision making.

• In Team maintenance needs, group participation requires the appointment of sub-leaders,

increasing communication and team spirit,

Amount of decision making by subordinates

Amount of direct authority used by the leader

Air Cadet NCO Development Training

• In individual needs participation in decision making gives status to the individual. The greater involvement through their specific skills trains the individual for greater responsibility.

 Democratic. The democratic style is very relaxed and people oriented. With large

groups it is unlikely that anything will get done because the group never stops talking

about it rather than arriving at decisions. A group has to be well trained in their role for this style to work.

PRINCIPLES FOR GOOD LEADERSHIP:-

1The functional leadership model assumes that leaders are not born but can be trained. Training is

usually in the form of experience and feedback from superiors and peer groups. Your leadership tyle

depends on the nature of the situation itself. There are several practical steps you can take to create aclimate of mutual trust and respect as a foundation to your leadership skills.

There are seven principles, which, if practised sincerely and consistently will produce the desired

trust and respect:-

• Know your job:-  To gain respect you must be competent at your job. You must be able to

answer cadets who come to you for advice or to answer a question. It is your job to keep

yourself up to date on Corps regulations and activities.

• Know your people and be known yourself:-  You cannot lead if you are not known. You must

get out of the NCO's room and get to know the cadets under you as individuals not just names.

• Be frank:-Keep you subordinates well informed. Let the cadets know, in a constructive way,

how you view their strengths and weaknesses. Explain how they could improve their

performance.

• Be a good coach:- Set realistic standards and explain why they are needed. If a cadet asks

your advice on a problem ask them suitable questions to try and get them to answer it

themselves, that way they learn more

.

• Be Impartial:- Nobody likes everyone in this world, however, as an NCO you cannot play

favourites. Whether you like them or not you are responsible for their supervision and welfare.

You will lose your credibility with other NCOs and your team if you apply differing standards to

those whose face fits.

• Be Sensitive:- You must be aware of your environment and sensitive to the feelings of others

who are effected by your actions. Sensitivity allows you to detect the subtle changes in

individuals that indicates problems. You must develop a sense of self awareness since your

actions, tone of voice and attitudes will be noticed by your team

.

• Be Firm:- Stand up for what you believe is right. This does not mean being inflexible, obstinate

or pig-headed. A good leader will use all the information available and make a decision They

will not allow themselves to be swayed by individuals who criticise their decisions for personal reasons.

METHODS OF GIVING ORDERS

 As a JNCO you will have to give orders to junior cadets. Your leadership style will determine how

you will give your orders but you must remember the point from the Section on Discipline, that where

appropriate orders should be given in a reasonable, courteous and correct manner.

 There are three ways in which you can phrase an order. You can:

• Suggest. This method is used when there is very little pressure and you are working towards

the democratic end of the leadership diagram. By suggesting a course of action you are asking

the group to agree or disagree with you. NCOs who have a strong natural leadership ability

can achieve a lot with this style as it is not threatening to the recipient.

• Request. This method is the most effective way of giving orders in a day to day situation. It is

the most natural and polite way of asking for something to be done. A request worded as

"Please do ..... " or "I would like you to ...." leaves the recipient in no position to argue with

whether it has to be done or not. But beware, a request worded as "Would you please ...."

invites the response "No" because you are asking them if they would do a task and not politely

telling them to do a task.

• Demand. This is the autocratic way of giving orders and should be used when you want quick

and unquestioned obedience of an order. Beware, using this technique all the time will devalue

its importance since after a while the recipients cannot tell whether the situation is really urgent or not.

Importance of Leadership

Leadership is one of the most important things in society. It helps protect nations and organizations from harm. It makes business run more efficiently. It allows goals to be reached. In families, it leads children to become successful and well adjusted as they grow older.

When it is missing, people and groups often lose their way. They slow down, make the wrong decisions, and stop functioning. As things go wrong, there is conflict and turmoil.

Leadership requires decision-making that is timely, complete, and correct. In addition, a leader will impliment strategy and deal with problems and hardship. This person will need to understand people and influence behavior.

Political leaders, we look for someone with strength and personal integrity. Someone who will fairly represent what we believe in and need. In business, we want the leader who will understand the business environment and have wisdom to make good decisions. In the home, families need fathers who will be strong, gentle, and loving. They also, need to be firm and self-sacrificing. The importance of leadership in the home and in society cannot be overstated.

Synonyms for Leadership

guidance, administration, authority, capacity, command, conduction, control, directorship, domination, foresight, influence, initiative, management, power, preeminence, primacy, skill, superintendency, superiority, supremacy, sway

• ability, authorization, charge, coercion, compulsion, expertise, jurisdiction, skill, sovereignty
• go out in front, run things, spearhead, govern, pilot,
• be responsible for, persuade, protect, safeguard, shepherd, watch over, trail-blaze
• show the way, point the way, steer, direct,
• affect, call the shots, cause, command, preside over, supervise, tend,
• accompany, attend, chaperone

Antonyms for Leadership

• subordination, impotence, incapacity, inferiority, powerlessness, weakness
• indifference, lethargy, inefficiency, subservience, surrender, weakness, yielding
• absence of influence, inferior, last, subordinate, supplementary, unimportant
• follow, comply, consent, follow, obey
• abandon, desert, leave, withdraw

Examples of Leadership

Example 1: Winston Churchill

Sir Winston Churchill was Prime Minister of Great Britain during the World War II. He encouraged the nation with his courage and confidence. He led the British to fight back against the advancing Germans even when the rest Europe was taken by the Axis powers. He once stated that “Attitude is a little thing that makes a big difference.”

·         Example 2: Dwight D. Eisenhower

He had excellent planning, political and military skills. Before he become President, he was the Supreme Allied Commander for Europe. His ability to lead and set strategy were essential to winning the war. Diplomacy, dedication, communication ability also helped him as President to build an interstate transportation system.

·         Example 3: Walt Disney

Walt Disney was a leader who displayed many leadership characteristics. It was important to him to make a positive difference in the lives of employees, family, and those he worked with. His moral convictions were instilled in him by his parents at a young age and were reflected in his work. Walt Disney understood and embraced the process of change. He was willingness to take chances on innovative technologies as they developed in his field.

·         Example 4: Herb Kelleher

Herb Kelleher is one of the original founders of Southwest Airlines. Kelleher's vision and style are seen as the driving forces for this airline which has consistently posted a profit for 26 consecutive years. The key to Southwest's success is largely thought to be the warmth and determination of its employees who mirror those same qualities in their leader. He also felt that his employees come first and if employees are treated right, they would treat the outside world right, the outside world would become customers.

·         Example 5: John Wooden

John Wooden was the winner of 10 NCAA basketball championships in 12 years with the UCLA Bruins and was named Coach of the Century by ESPN. The only person to be inducted into basketball's Hall of Fame as both a player and a coach. He had a very disciplined, structured approach. He was quoted as saying, "Leadership starts with self-control. Remember, control of your organization begins with control of yourself. When you lose control, you sanction the same behavior for those under your leadership—the team. There is never an excuse for violating this imperative, and when you do, your credibility and consistency as a leader diminish accordingly."

How to build Leadership skills

Certain types of people are more likely to become leaders. Having a strong, outgoing personality, with the ability to draw others to themselves is a start. There are other less obvious qualities that measure the effectiveness of leadership. Attitude, wisdom, determination, and commitment are equally as important. These are proved out through time.

Make a point to build relationships and get involved in activities that you have a passion for. Take on responsibility and learn.

Improving Leadership Skills

1. When building relationships, make others feel accepted and valuable.

2. Be open to what others have to say. Don't miss what is important to them. Consider their ideas as having significant worth.

3. Make decisions based on sound advice. Have a clear direction before carrying out tasks or projects.

4. Thank people for what they do for you.

5. Work with others in a respectful manner. Communicate difficult issues in a discreet manner.

6. Before starting projects, add others with experience and ability to your team.

7. Allow others to carry out responsibilities and give them credit for success.

8. Take leadership classes that focus on important concepts and actions to improve your skills.