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Participative Leadership Participative Leadership

Participative Leadership - PowerPoint Presentation

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Participative Leadership - PPT Presentation

Commandants Department Training 15 July 2015 Leadership Leadership is the art of getting someone else to do something you want done because he wants to do it Dwight Eisenhower Leadership is the ability to establish standards and manage a creative climate where people are selfmotivate ID: 552836

tac leadership feb training leadership tac training feb cadets plan train action performance page techniques leaders reviews systems corps

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Slide1

Participative Leadership

Commandant’s

Department Training

15 July 2015Slide2

Leadership

Leadership is the art of getting someone else to do something you want done because he wants to do it.

(Dwight Eisenhower)

Leadership is the ability to establish standards and manage a creative climate where people are self-motivated toward the mastery of long term constructive goals, in a participatory environment of mutual respect, compatible with personal values.

(Mike Vance)

Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.

(Peter Drucker)

What is your definition?Slide3

Leadership

“Leadership is a process by which an individual influences a group of individuals to achieve a common goal.”

Peter

NorthouseSlide4

What Leadership Is Not

Coercion

Although coercion is one of the specific kinds of power available to a leader, it is distinct from leadership.

Coercion focuses on the leader’s interest in his own goals and is seldom interested in the wants and needs of subordinates.

Leadership, on the other hand, involves influencing a group toward a common goal.Slide5

What Leadership Is Not

Management

Leadership involves management and vice-versa, but they are different.

Management reduces chaos in organizations and makes them run more effectively and efficiently.

Management is about seeking order and stability; leadership is about seeking adaptive and constructive change.Slide6

Leadership Techniques

There is no one best leadership technique

Good leaders must have a command of several techniques and be able to match them to the particular needs of the situation

What are some leadership techniques?Slide7

Leadership Techniques

Principled… decisions informed by values

Servant… meets the subordinate’s legitimate needs

Transactional.. tit for tat exchanges

Transformational… helps followers reach full potentialSlide8

Leadership Techniques

Authoritative

Participative

Delegative

Subordinate Ability

Low

Medium

High

Subordinate Willingness

Low

Medium

HighSlide9

Participative Leadership

“The corps runs the corps.”

“The corps leads and commands the corps.”Slide10

Participative Leadership Tools for TACs

Confirmation briefs

Rehearsals

In-progress Reviews

After Action Reviews

Close-ended systemsSlide11

Confirmation Brief

The cadet receives a mission and does his own mission analysis.

He then reports to the TAC for a “

commander’s dialogue” or “confirmation

brief.”

The cadet tells the TAC his restated

mission, the tasks he considers necessary to train on in order to complete that mission, and any significant training or readiness issues such as time or resources available.

The

purpose of the dialogue is for the

cadet to

gain guidance, gain support, and set expectations for developing

his plan

.

How to Train, page 7Slide12

Confirmation Brief Examples

After analyzing the most recent CPFT results, a

n athletic officer may have a dialogue with her TAC in which she identifies three cadets who are deficient or at-risk in push-ups and describes in general terms a push-up improvement plan to help them pass the next CPFT.

The company commander has a dialogue with his TAC about his plan to prepare for an upcoming SMI.Slide13

Rehearsals

Help

leaders and subordinates understand

the

conduct of events and their

responsibilities

Help

the organization synchronize training with times, places, logistics, and training support. Slide14

Rehearsals

Commanders and other leaders also use rehearsals to:

Ensure leaders and trainers understand training objectives.

Identify shortcomings and deficiencies in the training plan.

Instill confidence in the training plan.

Suggest effective training techniques to subordinates.

Identify and correct potential safety issues.

Understand how trainers intend to evaluate the performance of individuals and organizations and whether they understand how to conduct effective after action reviews.

Assess trainer competencies to conduct the training.Slide15

Rehearsals

Common types:

Talk-through

Walk-through

Full-dress

The

leader determines the appropriate type of rehearsal based on several factors including time and space available, his unit’s readiness, and the complexity of the task

.

How to Train, page 17Slide16

Rehearsal Example

There is an honor LTP scheduled in two weeks and the TAC conducts a rehearsal with the Honor Rep.

In a “talk-through,” the Honor Rep would simply provide an overview of the class and how he’ll conduct it.

In a “walk-through,” he’d flip through the slides on the TAC’s computer and make comments on each.

In a “full-scale,” they’d go to the company classroom– perhaps even with a few cadets to role-play the audience– and the Honor rep would teach the entire class at full-combat speed.Slide17

In-progress Reviews

Allow

the

TAC to

assess if the task is proceeding within

her intent, or if she

needs to intervene.

A

typical IPR lists each event in the preparation sequence and its planned date of execution, who is responsible for it, and its current status.

How to Train, page 14Slide18

IPR Example

Planned Date of Execution

Event

Individual Responsible

Status (as of 8 Feb)

15-17 Feb

Conduct CPL Boards

TAC

Announced to company on 1 Feb

14 Feb

Make copies of score sheets and deliver to TAC

Admin Clerk

Given WO on 5 Feb

13 Feb

Finalize Board Composition

1SG

Gave WO to Jones, Smith, Harris, and Black on 8 Feb

7-10 Feb

Knobs sign up for time slots

1SG

23 out of 34 have signed up on 8 Feb

3 Feb

Brief 4C on process

1SG

Completed 3 FebSlide19

After Action Reviews

Serve as

a guided analysis of an organization’s performance, conducted at appropriate times during and at the conclusion of a training event or operation with the objective of improving future performance

Provide

opportunities for units to develop critical thinking in

leaders

Include

a facilitator, event participants, and other

observers

Identify

unit strengths to be sustained and weaknesses that need to

improve

Apply those

observations, insights, and lessons to future training and operations to improve not only task proficiency, but also the quality of the training event

.

 Slide20

After Action Reviews

Are

best conducted throughout a training exercise at appropriate times, rather than just at the end of the exercise, to allow cadets and their leaders to take immediate, in-stride corrective

actions

Are

not

critiques

Are

part of an open learning environment where facilitators, participants, and observers freely discuss successes and honest mistakes

.

Are included in continuity books to foster continuous growthSlide21

After Action Reviews

Basic format:

What was supposed to happen?

What actually happened and why?

How do we sustain good performance and improve less than optimal performance

?

How to Train, page 24

Written AARs often follow the Issue, Discussion, Recommendation format

How to Train, page 25Slide22

Closed-loop Systems

A system in which some or all of its output is used as its input

Creates the feedback necessary to achieve desired results

On the other hand, open-loop systems are set up to achieve desired results, but there is no way of checking to see if that has actually happened

Plan

Prep

Assess

Execute

- How to Train, page 4Slide23

Closed-loop Systems: MRI

Cadets develop plan based on TAC guidance

Cadets execute MRI according to plan

TAC issues guidance on how MRI will be conducted

Cadets give daily, weekly, and/or monthly report to TACSlide24

Closed-loop Systems: Mentor Program

Cadets develop plan based on TAC guidance

Cadets execute mentor program according to plan

TAC issues guidance on how mentor program will be conducted

Cadets give monthly, semester, and annual report to TACSlide25

Next

Break up into Cadets Leading and Commanding the Corps Best Practices Working Groups

Personnel Accountability

MRI

Physical Fitness

Discipline

Ad Hoc

Taskers

Regimental Staff Operations

Each group will determine a set of principles for how to put “cadets leading and commanding the corps” into action in the specific area assigned

Ten minute oral briefing followed up with an email to everyone