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.
\
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
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 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.
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.
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.
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."
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.
