Chapter 10: Leadership

Leadership - Defined

"To guide on a way especially by going in advance" or "To direct on a course or in a direction." This is a person "Who directs a military force or unit" and/or "Who has commanding authority or influence." With this in mind, we can explain the act of doing this in the AF as "The art and science of accomplishing the AF mission by motivating, influencing, and directing Airmen."

Developing Airman

1. Train replacements (the next generation) 2. Develop an understanding of roles and responsibilities. 3. Be an advisor and mentor. 4. Provide an opportunity for growth and promotion. 5. Clarify expectations. 6. Strengthen service identity. 7. Allow Airmen to make decisions and experience leadership. 8. Encourage and facilitate formal education.

Types of Event-oriented Counseling

1. Counseling for Specific Instances: Sometimes counseling is connected to specific instances of superior or substandard duty performance or behavior. Leaders must tell Airmen whether or not their performance met the standard and what they did right or wrong (e.g. performance feedback counseling). The key to successful counseling for specific performance is to conduct the counseling as close to the event as possible. Leaders should counsel Airmen for specific examples of superior as well as substandard duty performance. 2. Crisis Counseling: Leaders may conduct crisis counseling to get an Airman through the initial shock after receiving negative news, such as notification of the death of a loved one. Listening and, as appropriate, providing assistance may greatly assist the Airman dealing with a crisis. 3. Referral Counseling: Referral counseling helps Airmen work through a personal situation and may or may not follow crisis counseling. Referral counseling may also act as preventive counseling before the situation becomes a problem. Usually, the leader assists the Airman in identifying the problem and refers the subordinate to the appropriate resource, such as legal services, a chaplain, or an alcohol and drug counselor.

Leadership - Self Evaluation

1. Do I have the courage to make tough decisions and stand by them? 2. Am I flexible when dealing with changing situations? 3. Can I remain enthusiastic and cheerful when I am confronted with seemingly impossible tasks? 4. Am I willing to do my best with what seems to be inadequate means? 5. Can I inspire people to achieve outstanding results? 6. Am I willing to take reasonable risks to allow my Airmen to grow and become more productive? 7. Am I willing to let my Airmen be creative? 8. Does my manner invite communication? 9. Do I really listen? Can I withhold judgment until I have all the facts? 10. Am I willing to accept my Airmen's failures as my own, yet immediately recognize their successes as theirs? 11. Am I able to do many things at one time? Can I manage a complex job? 12. Can I carry out orders as well as give them?

4 Components of Transformational Leadership (4 I's)

1. Individualized Consideration (Nurturing): This is where leaders treat their followers as individuals with different needs, abilities, and aspirations and not just as a part of a group of subordinates. They empathize with and support each follower while maintaining healthy communication. Using this, leaders 'nurture' followers by acting as mentor or coaches. 2. Intellectual Stimulation (Thinking): This is the degree to which a leader values their subordinates' rationality and intellect, seeking different perspectives and considering opposing points of view. Using this, leaders stimulate and encourage creativity in their followers, encourage followers to be independent thinkers, and are not afraid to take risks and solicit ideas from their followers. 3. Inspirational Motivation (Charming): This involves developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers. These visions elevate performance expectations and inspire followers to put forth extra effort to achieve the leader's vision. 4. Idealized Influence (Influencing): Transformational leaders are charismatic and act as positive role models that "walk the walk." They exhibit high levels of moral behavior, virtues, and character strengths, as well as a strong work ethic. They represent the organization's values, beliefs, and purpose in both words and actions. They set aside personal interests for the sake of the group.

Leadership - 2 Central Elements

1. The mission, objective, or task to be accomplished. 2. The Airmen who will accomplish it. All aspects of leadership should support the AF mission and its Airmen. Successful leaders recognize that people are the most valuable resource and, without them; the org fails. Therefore, the AF relies on its members to develop these for today, and tomorrow. The extent of a person's development is dependent on his or her status within the org (whether as an officer, enlisted, or civilian), and the level of responsibility he or she has. Most enlisted members function at the tactical level of ops and war where their technical skills are combined with their direct influence on subordinate members.

Dealing with Setbacks

1. To learn and improve, people need to be encouraged to try new things; sometimes their efforts will fail. A fundamental aspect of empowerment is acknowledging the right to fail. Obviously, some common sense is required. There can be no tolerance for violating regulations, jeopardizing safety, or failing due to a lack of effort. However, if the setback is the result of a failed attempt, applaud the initiative and dissect it so the Airman can learn from what went wrong. Unfortunately, the fear of failure prevents many otherwise capable individuals from pursuing their creativity and innovation. An Airman's dedication to improving his or her abilities is quite a valuable asset to an organization. Followers must remain optimistic, even in times of adversity. 2. Some people believe the key to success is to avoid failure. Consequently, they stay with the things they know and do well rather than risk failure by trying something new. The surest way to stifle creativity and innovation is to allow fear to perpetuate complacency. Airmen count on the experience and understanding of strong leaders in dealing with setbacks. There is no substitute for being able to say to an Airman, "I know what you're feeling, I've experienced similar setbacks. Here is how I chose to deal with the situation, and these are what the consequences of my actions were. Reflecting back on the situation, here is what I would do now if I had the chance to do things over."

Find the Critical Path to Success - Advice to Leaders

Get personally involved in issues on a priority basis. Let your influence be felt on make-or-break issues in your organization. Avoid the "activity trap"—do not spend your valuable time on inconsequential or trivial matters. Weigh in where it counts.

Problem Solving - Qualities of Followership

A broader scope of responsibility to help identify and resolve work center problems requires followers to share their knowledge, skills, and experience.

Leadership - Involvement

A leader's success is reflected in the efficiency, productivity, morale, and enthusiasm demonstrated by the followers and a leader's involvement is essential to maximizing worker performance and the mission. Leaders become a positive influence when they are actively involved in their Airmen's careers. Although service members are obligated to "obey the orders of the POTUS and the orders of the officers appointed over [them]," they respond more positively and with extra effort to those who genuinely care about them. In today's environment of technology and specialization, it is easy to neglect the need of knowing the subordinate members of the org and showing sincere concern in their problems, career development, and welfare.

Mentor Defined

A trusted counselor or guide. Mentoring, therefore, is a relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally. The long-term health of the AF depends upon the experienced member developing the next in line.

Vision

AF leaders must have a collective vision; a vision that empowers, inspires, challenges, and motivates followers to the highest levels of commitment and a CPI environment. Therefore, we must embrace and communicate the AFSO 21 vision. The vision for AFSO 21 is to establish a CPI environment in which all Airmen are actively eliminating waste and continuously improving processes. These improvements must be centered around the core missions Airmen are responsible for conducting; specifically to maintain the asymmetric advantages and capabilities the AF delivers in air, space, and cyberspace. We need to ensure we are also driving efficiencies and improvements across the board. Therefore, we must use the right tools and techniques to see and attack problems and leverage opportunities for improvement and employ our greatest resource: innovative, dedicated Airmen.

AF Standards

AF standards of conduct, discipline, and customs and courtesies reflect the AF's broad heritage and traditions. AF leaders must not only know these standards, they must enforce them. While current DoD and AF policies provide specific guidance on standards, leaders must be familiar with the following: 1. Mission 2. Oath 3. Way of Life 4. Chain of Command 5. Conduct 6. Professional Relationships

Managerial Behaviors - Bennis

Administer, Maintain, Control. They focus on building organizational mechanisms that mesh together like the parts of a complex timepiece... They may be preoccupied with the precision of the process. They use the management process to control people by pushing them in the right direction. Ex. during the D-Day Invasion of Normandy, 6 Jun 1944, some believe this was used to move the US and coalition forces onto the beaches

AF Way of Life

Airmen are on duty 24 hours a day, 365 days a year; and if so directed by a competent authority, must report for duty at any time, at any location, for as long as it is necessary to complete the task at hand. Due to the importance of the AF mission, the dangers associated with military service, and the national and international influence and potential implications relevant to global operations; the AF enforces more restrictive rules and elevated standards than those found in the civilian community. Individuals unable to maintain these higher standards, or are deemed not compatible with military service will not be retained in the AF.

Approaches to Counseling

An effective leader approaches each Airman as an individual. Different people and different situations require different counseling approaches. Three approaches to counseling include: 1. Nondirective, 2. Directive, and 3. Combined. These approaches differ in the techniques used, but they all fit the definition of counseling and contribute to its overall purpose. The major difference between the approaches is the degree to which the Airman participates and interacts during a counseling session.

More Developing Airman

An important milestone in any Airman's development process is to experience a significant challenge early in his or her career. Developing Airmen for leadership positions requires much work over long periods of time. Identifying people with leadership potential early in their careers and then determining the appropriate developmental challenges for them is the first step. Leaders must recognize and diagnose the capabilities of each Airman in their unit or org. Those capabilities may include any skills, talents, experiences, personality temperaments, etc., the Airman may have that can contribute to current and future mission accomplishment. Leaders must also diagnose the developmental needs of Airmen and then assist them with personal and professional developmental needs that fulfill current or future job/role and responsibilities. Professional development needs may include off-duty education, PME, specific skill training, additional training, professional development seminars/courses, and communication skills, etc. Personal developmental needs may include relationships, interpersonal skills, communication skills, supervisory skills, off- duty education, etc. Today's effective leaders had opportunities early in their careers that required them to lead, take risks, and learn from their triumphs and failures. In business, successful corporations do not wait for leaders to come along. Rather, they actively seek out people with leadership potential and expose them to career experiences designed to develop their skills. However, leaders must caution themselves against becoming preoccupied with finding and developing 'young' leadership potential. Leaders must guard against overlooking the "late bloomer" whose leadership potential was not evident early on. A late bloomer's combination of maturity, experience, and untapped potential is a valuable asset to any org.

Leadership Characteristics - White

Analyze purposes and causes, Values driven, Accept and invite conflict, Ambiguous, Ensure their objectives and those of the organization become one and the same.

Service before Self - AF Core Values

As an AF core value, this is an abiding dedication to the age-old military virtue of selfless dedication to duty, including putting one's life at risk if called to do so. This value deals with accepting expeditionary deployments and assignments. It does not mean service before family. Airmen have a duty to their families just as strong as that to the service. The difference is there are times the service and Nation will require them to be away from home. Their responsibilities to their families include ensuring they are cared for when deployed or when duty away requires it. This value also demands that each Airman keep faith in the system. This does not imply that we follow our leaders blindly and not sometimes question what we are doing. Airmen must always place trust in the processes, procedures, and other Airmen to get the job done in the right way. Airmen must understand that an org can only achieve excellence in an atmosphere free from fear, unlawful discrimination, sexual harassment, intimidation, hazing, or unfair treatment. Airmen must show loyalty to their leadership, fellow Airmen, and the AF as a whole, including showing commitment to the Constitution, military chain of command, and to both the POTUS & SecDef.

Conduct the Counseling Session - The Counseling Process

Be flexible when conducting a counseling session. Often, counseling for a specific incident occurs spontaneously as leaders encounter Airmen in their daily activities. Good leaders take advantage of naturally occurring events to provide Airmen with feedback. Even when you have not prepared for formal counseling, you should follow 4 basic components of a counseling session: 1. Open the Counseling Session: The best way is to clearly state its purpose. Establish the preferred setting early in the session by inviting the Airman to speak. 2. Discuss the Issues: Attempt to develop a mutual understanding of the issues with the Airman. This is best developed by letting the Airman do most of the talking. Use active listening; respond and question without dominating the conversation. Aim to help the Airman better understand the subject of the counseling, such as duty performance, a problem situation and its impact, or potential areas for growth. Both you and the Airman should provide examples or cite specific observations to reduce the perception that is unnecessarily biased or judgmental. However, when the issue is substandard performance, make it clear how the performance did not meet the standard and then develop a plan of action. 3. Develop a Plan of Action: this identifies a method for achieving a desired result and specifies what the Airman must do to reach the goals set during the counseling session. This must be specific. It should show the Airman how to modify or maintain his or her behavior. 4. Record and Close the Session. Documentation serves as a reference to the agreed-upon plan of action and the Airman's accomplishments, improvements, personal preferences, or problems. To close the session, summarize key points and ask if the Airman understands the plan of action. Invite the Airman to review the plan of action and what you, as the leader, expect from him or her. With the Airman, establish any follow-up measures necessary to support the successful implementation of the plan of action. These may include providing the Airman with resources and time, periodically assessing the plan, and fo

Dealing with Change

Because leadership is charged with introducing new ideas, methods, or solutions, innovation is inextricably connected with the process of being an effective leader. Innovation means change, and change requires leadership. Leaders must be the chief transformation officers in their organizations and learn everything there is to know about the change before it even takes place. Furthermore, they must learn how to deal with the emotions that result from the chaos and fear associated with change. Putting new processes in place is not enough. The people supporting these processes must be motivated to meet the challenge and support the change. To achieve that, leaders must maintain a clear understanding of the present and a clear focus on the future.

Commitment - Qualities of Followership

Being able to successfully contribute to the organization, while striving to achieve personal goals, requires a strong level of follower commitment.

Credibility - Qualities of Followership

By demonstrating competency in their words and deeds, followers earn trust and an honorable reputatio

Identify the Need for Counseling - The Counseling Process

Conduct developmental counseling whenever the need arises for focused, two-way communication aimed at Airman development. Developing Airmen consists of observing their performance, comparing it to the standard, and then providing them feedback in the form of counseling.

Do Not Procrastinate - Advice to Leaders

Do not put off those hard decisions because you are not willing to make them today; it will not be any easier tomorrow. This does not mean you should make precipitous or unreasonable decisions just to be prompt. However, once you have arrived at what you believe is correct, get on with it. Do not block progress.

Organizational Understanding - Qualities of Followership

Effective followers must be able to see how their work contributes to the organization's big picture.

Types of Developmental Counseling

Developmental counseling can be categorized based on the topic of the session, the two major categories of counseling are: 1. Event-Oriented Counseling: involves a specific event or situation and may precede events such as applying for a special duty assignment or attending a school. It may follow events such as a noteworthy duty performance, a problem with performance or mission accomplishment, or a personal problem. 2. Performance and Professional Growth Counseling: During performance and professional growth counseling, conduct a review of an Airman's duty performance during a certain period and set standards for the next period. Rather than dwelling on the past, focus the session on the Airman's strengths, areas needing improvement, and potential.

Leadership - Transparency

Direction, decisions, and actions are rarely challenged if the leader's intentions are transparent. This is accomplished by integrating regular communication, shared decision-making, mutual consensus, and healthy debate. Airmen should know the reason decisions were made and how that decision will impact them and the organization. These leaders never micromanage, give credit where credit is due, and take accountability when things fail.

Do Not Take Things for Granted - Advice to Leaders

Do not assume things have been fixed—look for yourself. Furthermore, do not assume problems will stay fixed. The probability is high that fixed problems will recur, so regularly monitor your processes.

Ways to Promote Followership

Empowered followership, like motivation, requires a joint effort between leaders and the individuals they lead. This effort must be continuously promoted. Leaders must listen and respond to the ideas and needs of their followers, and followers are similarly required to listen and respond to the ideas and needs of their leaders. Mutual trust is the axis around which this synergistic relationship revolves; the benefits reaped are plentiful. Team requirements are best served when the leader helps followers develop their own initiatives, encourages them to use their own judgment, and allows them to grow and become more effective communicators. As a result of promoting empowered followership, follower skills such as troubleshooting, problem solving, information gathering, conflict resolution, and change management will improve dramatically. Another way to promote empowered followership is by getting out among the Airmen and sharing their interests. Airmen respond to leaders who show sincere interest in them. The success of great leaders depends on their ability to establish a base of loyal, capable, and knowledgeable followers.

Guidelines to Empowerment

Empowerment enhances org performance by promoting contributions from every member of the organization. Trust is the cornerstone of the mutually dependent relationship shared by leaders and followers. Therefore, the leader must be flexible and patient in introducing empowerment. By delegating decisions to those closest to the issues and by allowing Airmen flexibility in how they implement the vision, the leader successfully allows others to take ownership of the vision and experience pride in achieving it. Thus, the leader must maintain a firm grip on op requirements and strategic planning. The leader must also realize that not everyone is willing or ready to accept the reins of empowerment. To realize their potential in fulfilling the vision, empowered followers need sufficient training on the task at hand. Otherwise, they are doomed to fail. On the other hand, Airmen who have expert knowledge in a particular field should be encouraged to use this knowledge and improve the vision where and when possible. Recognition is a key factor in perpetuating improvements. Hence, an important facet of empowerment is the appropriate recognition of contributions Airmen make to maximize mission success.

Potential Pitfalls

Empowerment is frequently misunderstood and applied inappropriately. Empowerment is often associated with a laissez-faire style of leadership (abdicating responsibility for tasks to Airmen who are left to their own devices). This fire-and-forget approach to empowerment demonstrates a total absence of leadership. Conversely, empowerment is a leader-subordinate relationship that requires even more refined supervisory skills than traditional autocracy. People continually need direction, knowledge, resources, and support. Furthermore, empowerment and vision cannot be imposed. To do so would breed compliance rather than commitment. From an application standpoint, many leaders seek consensus as a means to empower their people. However, while consensus is assumed to be good because it represents what the group as a whole wants, consensus is usually safe and free from innovative ideas. Additionally, consensus can divert an organization from its true goal or vision. The adage that "a camel is a horse built by consensus" is not so farfetched. Leaders do not seek consensus—they build it.

Adaptability - Qualities of Followership

Ever-changing roles, missions, and systems require followers to be adaptable to change without being paralyzed by the stress of not knowing all the answers.

Decision-making - Qualities of Followership

Followers must be able to make sound decisions using a team approach.

Integrity - Qualities of Followership

Followers must demonstrate loyalty and a willingness to act according to accepted beliefs. Integrity requires one to identify and be true to values.

Communication Skills - Qualities of Followership

Followers must have effective communication skills. These skills are crucial when working in a team environment, especially when providing feedback to team members.

Courage - Qualities of Followership

Followers must have the confidence and guts to do and say the right things at the right times

Self-Employment - Qualities of Followership

Followers must take responsibility for their own careers, actions, and development

Leadership - Accountability

Good things come to those who are accountable, and leaders play an important part in ensuring accountability in the workplace. Promoting accountability in the workplace includes establishing clear roles and responsibilities, cultivating a sense of pride and ownership among the members and teams within the organization, providing regular feedback to subordinates, and leading with integrity and by positive example are all responsibilities of a leader. Accountability does not focus on the discipline and punishment associated with being unaccountable; but rather, it is concentrates on creating, and sustaining, a continuously learning and always improving org.

Vision - Defined

Helping people believe they can accomplish their goals in the anticipation of a better future as a result of their own efforts. Inspiration is one way to convey vision. To better understand this concept, consider the following examples: President Franklin D. Roosevelt's announcement in May 1940 that the US would produce 50,000 planes a year, and President John F. Kennedy's 1961 announcement of the US intention to put a man on the moon within the decade. Both goals were breathtaking, perhaps impossible by most standards, and yet both were achieved. In each case, the dramatic announcement and the infectious inspiration it bred helped achieve the goal. A unique feature of the human brain is its ability to form mental images of a possible outcome and to translate these images into a reality through leadership and action. A leader should constantly anticipate the influences, trends, and demands that affect the vision over the next month, year, even decade. Unfortunately, a common leadership error is to become preoccupied with the present at the expense of the future. To be of realistic value, the vision must be logical, deductive, and plausible. Vision must be specific enough to provide real guidance to people, but unbounded enough to encourage initiative and demonstrate relevancy to a variety of conditions. Leaders without vision are doomed to perpetuate complacency. They fail to prosper because they continue doing things as they have always been done.

Search Out the Problems - Advice to Leaders

If you think there are no problems in your organization, you may be ignorant to problems that are not obvious. The trick is to find them. Foster an environment that encourages people to bring problems to you.

Combined Counseling

In this approach, the leader uses techniques from both the directive and nondirective approaches, adjusting them to articulate what is best for the Airman. The combined approach emphasizes the Airman's planning and decision-making responsibilities. With your assistance, the Airman develops a plan of action. Listen, suggest possible courses, and help analyze each possible solution to determine its good and bad points. Then help the Airman fully understand all aspects of the situation and encourage the Airman to decide which solution is best. Advantages: Is moderately quick, Encourages maturity, Encourages open communication, Allows counselors to actively use their experience. Disadvantages: May take too much time for some situations.

Full Range Leadership Development (FRLD)

It requires us to view leadership as a system made up of three core elements: the leader, the follower, and the situation. It requires today's leaders to consider the follower and each situation and be willing to: 1. Develop relationships with leadership, peers, and subordinates. 2. Take advantage of opportunities as they come available. 3. Efficiently use available resources. 4. Properly evaluate situations and the performance of followers. 5. Reward appropriately (and discipline accordingly). 6. Identify improvement areas in one's self, their followers, and the work place.

Leadership - Resilience

Leaders at every level within an organization constantly face challenges, changes, and criticisms. There will always be times of uncertainty, deviation, turmoil, and, at times, conflict. Therefore, resilient leaders must possess a combination of compassion with a touch of thick skin.

Fostering Growth

Leaders do this by insisting their Airmen focus attention on the aspects of a situation, mission, or project they control. This is not to say tasks should be limited in scope or challenge. On the contrary, some adventure should be an integral part of every job. In order to motivate Airmen to learn and excel, leaders should provide challenging and enlightening experiences. Consequently, some supervisors want to tell an Airman what to do to improve. While this may impress the follower with the leader's knowledge, it creates an unnecessary dependence on the leader and critically limits the follower's value of the experience. The role of the leader in fostering growth is to identify and analyze knowledge and improvement opportunities. This will ensure advancements are permanent and pervasive, not temporary and specific. Leaders encourage the learning process by formally recognizing individual and unit successes, no matter how large or small. A more formal and direct way for the leader to encourage the subordinate to learn is by setting standards. Standards have the multiple effects of providing feedback to the leader on performance, ensuring quality control of unit output, and giving Airmen a goal and inspiration for developing and performing to do their best.

Positive Attitude - Leader Qualities

Leaders must emulate the attitude they hope to see in their followers. By doing so, this same attitude will be more easily demonstrated by their Airmen. Enthusiasm is contagious and can deliver energy to all aspects of org ops. Although encouragement is normally considered an action, encouragement is actually attitude related. The inclination to encourage Airmen, as well as oneself, is a powerful motivator and satisfies human needs. Effective leaders constantly embrace positive goals and display a positive attitude.

Be Sensitive - Advice to Leaders

Listen to your people. Communicate with them and be perceptive to their needs. Learn to recognize problems and seek out ideas. Be innovative. Recognize that effective communication involves shared perceptions. Do not be afraid to empathize when necessary. Listen, listen, and listen!

Leadership - Learning from Failure

Leadership is all about risks and rewards and effective leaders realize that failure is possibly one of the greatest learning tools an organization has for achieving success. With every risk there is the potential for failure; however, these are the moments which shed light on the faults that exist within an organization, its processes, and procedures. Effective leaders realize that learning from failure empowers change and inspires efforts to improve. Therefore, leaders never fear failure, they embrace it.

Mentor Scope

Mentoring helps prepare people for the increased responsibilities they will assume as they progress in their careers. Mentoring is not a promotion enhancement program; mentoring is an ongoing process and not confined to formal feedback. Moreover, mentoring is a professional development program designed to help each individual reach his or her maximum potential. Professional development is not a new concept and occurs at every echelon and activity. In particular, mentoring is part of a professional relationship because it fosters communication between subordinates and supervisors concerning careers, performance, duties, and missions. Finally, it enhances morale and discipline and improves the operational environment while maintaining respect for authority.

Mentoring

Model Empathize Nurture Teach Organize Respond Inspire Network Goal-set

Leadership Behaviors - Bennis

Motivate, Develop, Inspire. They concentrate on effectively moving the hands of the timepiece to display the correct time, concentrating on the inertial forces that affect the process. Leaders motivate and inspire people to keep moving in the right direction by satisfying human needs. In order to achieve a vision, they tailor their behavior toward their followers' needs for achievement, sense of belonging, recognition, self-esteem, and control over their lives. Ex. during the D-Day Invasion of Normandy, 6 Jun 1944, some believe this was used to move the US and coalition forces forward.

Do Not Tolerate Incompetence - Advice to Leaders

Once people demonstrate laziness, disinterest, or an inability to get the job done, you must have the courage to terminate their assignments. You cannot afford to do less. On the other hand, when your people are doing good work, recognize it and encourage them. Certainly they will do even better.

Managerial Characteristics - White

Problem solvers, Statistics driven, Seek conflict avoidance, Thrive on predictability, Ensure organizational objectives are achieved (even if they disagree with them).

Followership

Preoccupation with leadership often prevents us from considering the nature and importance of followership. At some point, everyone is a follower. Few leaders became successful without first having learned followership skills. Therefore, leaders must recognize the importance and qualities of followership, the needs of followers, and ways to promote followership.

Chain of Command

Provides the authority, communications, and control necessary to accomplish the mission- related tasks at every echelon of the AF. Each level is responsible for all lower levels and accountable to all higher levels. The chain will not work without loyalty at every level. The key to an effective chain of command is trusting the system and resolving issues at the lowest possible level.

Do Not Alibi - Advice to Leaders

Remember, you and your people will never be perfect. People will make mistakes, so do not be defensive about things that are wrong. Nothing is more disgusting than the individual who can do no wrong and has an alibi for anything and everything that goes awry.

Get Out from Behind Your Desk - Advice to Leaders

See for yourself what is going on in your work center. Your Airmen will see that you are interested in their problems, work conditions, and welfare. Many of your people problems will go away if you practice this point.

Be Tough - Advice to Leaders

Set your standards high and insist that your people measure up. Have the courage to correct those who fail to do so. In the long run, your people will be happier. Almost certainly morale will be higher, your outfit better, and your people prouder.

Prepare for Counseling - The Counseling Process

Successful counseling requires preparation. To prepare for counseling: 1. Select a Suitable Place. When scheduling counseling, consider an environment with minimal interruptions and free from distractions. 2. Schedule the Time. When possible, counsel an Airman during the duty day. Counseling after duty hours may be rushed or perceived as unfavorable. The length of time required for counseling depends on the complexity of the issue. Generally, a counseling session should last less than 1 hour. If you need more time, schedule a second session. 3. Notify the Airman well in Advance. The Airman should know why, where, and when the counseling session will take place. Counseling following a specific event should happen as close to the event as possible. 4. Organize the Pertinent Information. Solid preparation is essential to effective counseling. Review all pertinent information including the purpose of the counseling, facts and observations about the Airman, identification of possible problems, main points of discussion, and the development of a plan of action. Focus on specific and objective behaviors the Airman must maintain or improve upon as well as a plan of action with clear, obtainable goals. 5. Plan the Counseling Approach. There are as many approaches to counseling as there are leaders. The directive, nondirective, and combined approaches to counseling were addressed earlier. Use a strategy that suits the Airman and the situation. 6. Establish the Right Atmosphere. The right atmosphere promotes two-way communication between a leader and Airman. To establish a relaxed atmosphere, offer the Airman a seat or something to drink. Sit in a chair facing the Airman rather than behind a desk because a desk can be perceived as a barrier. Some situations, however, make an informal atmosphere inappropriate. Ex., a more formal atmosphere is normally used to give specific guidance and reinforces the leader's rank, position, and authority.

Follower Needs

Successful leaders must devote attention to what their Airmen want and expect. Otherwise, leaders may lose the opportunity to capitalize on their talents or lose their Airmen's respect. Followers need to know they can count on their leaders when the going gets tough. Furthermore, respect is a two-way street; followers also want to be respected. Followers treated as if they are not important, or who perceive that they are not important, lose their willingness and desire to perform. Leaders demonstrate belief in their Airmen by (1) maintaining or enhancing their Airmen's self- esteem, (2) listening carefully to their Airmen and responding with empathy, and (3) asking for their Airmen's help and encouraging their involvement. A few moments of sincerity and thoughtfulness go a long way toward satisfying Airmen's basic needs. Followers perform best when they want to be in a unit, not when they are trapped in it.

Be Honest - Advice to Leaders

Tell it like it is and insist that your people do likewise. They set their behavior patterns based upon your example. Nothing is more disastrous than garbled information, half-truths, and falsifications. Make sure your people know where you stand on this matter. Encourage them to come to you if they have questions about what is going on in the unit. You must create an atmosphere of trust and confidence. Finally, be honest with yourself—do not gimmick reports and figures to make things look good on paper. Advice from a successful leader can be a beneficial tool to the aspiring leader, but where the aspiring leader applies this tool will determine his or her success. The perfect place to start is AF standards.

Conduct

The AF's mission is critical to national security, global stability, and international relations. Therefore, each member has specific responsibilities for accomplishing their part in the mission. Airmen carry out orders, perform specific duty-related tasks, and uphold AF standards. Supervisors enforce these standards and ensure their Airmen understand and fulfill them at all times. Standards of conduct apply to both on- and off-duty behavior.

Follow up - The Counseling Process

The counseling process does not end with the counseling session. Follow up continues through implementation of the plan of action and evaluation of results. After counseling, support the Airman as he or she implements the plan of action. Support may include teaching, coaching, or providing time and resources. Observe and assess this process and possibly modify the plan to meet its goals. Appropriate measures after counseling include follow-up counseling, making referrals, informing the chain of command, and taking corrective measures.

Values - Leader Qualities

The degree to which trust, loyalty, and integrity are present in the leadership of an org directly relates to the org's effectiveness. Leadership is the capacity to generate and sustain trust, and trust is dependent upon reliability. Indicators of reliability, such as punctual attendance at all meetings, prompt attention to correspondence, and meeting task deadlines translate into the level of trust people have in one another. Trust must also be balanced with a willingness to remove people who cannot be trusted and to make tough decisions when necessary. While the right decision is not always the easiest decision, Airmen respect leaders for doing the right thing and reward leadership with their own trustworthiness and loyalty. Like trust, the doors of loyalty swing both ways. Leaders cannot demand unwavering loyalty of their followers without being willing to return it. Integrity is a consistent and honest demonstration of personal commitment to the organization and its vision. Therefore, leaders should be ever mindful of the ramifications of their behavior and strive to epitomize the AF core value of Integrity First.

Diversity

The first step in leading a diverse organization is to form common ground or a shared set of assumptions, which will form the framework within to communicate. The common ground is the organization itself, the vision, goals, rules, regulations, processes, and procedures that govern what the unit does to achieve mission requirements. Clear guidelines improve communication, reduce confusion, provide purpose, and define desired outcomes. A team must have a clear sense of direction or else there will be mass confusion with everyone going in different directions. Having established common ground, we must increase awareness and expel stereotypes. Examples include younger employees are "wet behind the ears," know nothing, have no respect or loyalty, lack experience, have no credibility, and cannot be trusted with much responsibility. At the other end of the social spectrum, older employees are considered less motivated to work hard, are nothing but deadwood, resistant to change, cannot learn new methods/technology, plateau at 40, should be fired after 50, and are 'fire proof.' Stereotypes ignore differences among the individuals in a group. The workplace has no room for such stereotypes. Instead, leaders must acknowledge the richness and benefits of diversity. People are different. There is no way to make them fit into a single mold, nor is there any reason to. We do not live in a world of carbon-copied people. To effectively manage a diverse workforce, we must acknowledge differences. However, we should focus more on what we have in common. Use everyone's experiences and background as a resource. Diversity of experience and background ensures diverse ways of looking at problems. Managing our workforce diversity can result in higher productivity, improved performance, more creativity, more innovations, and reduced stress. Giving emphasis to diversity without threatening our unity is the proper way to strengthen the ties that bind the team together. Sensitivity, mutual respect, and common trust coupled with communication are the prime ingredients to integrating our Airmen.

The Counseling Process

The four stages of the counseling process are: 1. Identify the need for counseling 2. Prepare for counseling 3. Conduct the counseling session 4. Follow up

Organizational Climate

The leader must create a org climate conducive to change by explaining the limitations and shortfalls of the present process and the possibilities and benefits of the proposed change. The leader must facilitate the change itself: walk Airmen through the change, explain the details, and answer questions. Finally, the leader should reward those who comply with the change and refocus those who do not. Tough-minded optimism is the best quality a leader can demonstrate when coping with change. Leaders coping with change should: 1. Involve people in the change process. 2. Fully explain the reason for change. 3. View change positively. 4. Create enthusiasm for the change. 5. Facilitate change (avoid forcing it). 6. Be open-minded and experiment with alternatives. 7. Seek out and accept criticism. 8. Never get complacent.

Credibility - Leader Qualities

The quality of being trusted and believed in. Credible leaders must exercise and demonstrate humility, commitment to the organization and mission, and optimize operations by tapping into the unique strengths of each team member. Occasionally, leaders must "get their hands dirty" alongside their followers which also bolsters credibility. However, credibility is very fragile and takes years to earn through persistent, consistent, and patient leadership and can easily be lost with one thoughtless action, decision, or behavior. In the present era, leaders are challenged to demonstrate their credibility even more. Successful leaders earn credibility through leading by example and taking responsibility. 1. Leading by Example. Leaders lead by example. Leaders are positive role models when they lead by example and pay attention to what they believe is important. Through positive behavior, leaders show others that they live by their values. They reinforce their credibility when they do not dwell on the effort they have put forth. Plus, Airmen are impressed when leaders do not exhibit undue strain in difficult circumstances. 2. Taking Responsibility. A crucial element of a leader's credibility is taking responsibility not only for his or her individual actions, but also for those of the Airmen.

Leadership - Advice

There are no secrets or "magic formulas" to successful leadership. Rather, leadership is an individual and personal choice and everyone develops their own unique leadership style. Although the best advice is to just be yourself, all ambitious leaders can always benefit from the wise words of others. In 1976, while he was Commander in Chief, PACAF, General Louis L. Wilson, Jr., wrote timeless advice.

Laissez-Faire - Leadership Behavior of FRLD

These leaders view the development and needs of their subordinates as someone else's concern. They tend to pass on and abandon their responsibilities and remain indifferent toward important issues. They are hesitant to make decisions and are usually absent from their place of work, which negatively affects relationships with peers and subordinates.

Character - Leader Qualities

These traits of effective leaders include charisma, compassion, and courage. Effective leadership is a combination of competence and character. Lack of character, however, will most often prevent individuals from becoming great leaders. 1. Charisma: a special characteristic of leadership that inspires allegiance and devotion. Charisma can be effective, but is not a cure-all for leadership needs. German sociologist Max Weber's research noted that charisma is often contrary to authority; superiors consequently frown on it. Additionally, once it becomes "old hat" to Airmen, charisma's attraction and powers wane. Further, Airmen can easily spot disingenuous charisma, a characteristic that eventually erodes mission effectiveness. 2. Compassion: the sympathetic pity and concern for the sufferings or misfortunes of others. Coupled with understanding, compassion is an important leadership trait. Because the human psyche bruises easily, most Airmen withhold their true feelings, often to the point of distress. Additionally, if Airmen do not share their feelings, NCOs will struggle to help Airmen improve their performance. Compassion promotes healthy, open, and honest communication and provides the stimulus to discuss one's inner thoughts and feelings. 3. Courage: this can take many forms. Leaders must demonstrate both moral and physical courage not only in combat and in high-risk situations, but in day-to-day life. Leadership requires the courage to address sub- standard performance or unacceptable behavior, to welcome new ideas, do what is ethically right when others prefer to do otherwise, and to be honest. Acts of courage inspires others to be courageous as well and helps them to maintain composure in stressful situations and provides the stimulus and encouragement to endure hardships.

Nondirective Counseling

This approach is preferred for most counseling sessions. During the counseling session, listen rather than make decisions or give advice. Clarify what is said. Cause the Airman to bring out important points to better understand the situation. When appropriate, summarize the discussion. Avoid providing solutions or rendering opinions; instead, maintain a focus on individual and organizational goals and objectives. Ensure the Airman's plan of action supports those goals and objectives. Advantages: Encourages maturity, Encourages open communication, Develops personal responsibility Disadvantages: Is more time consuming, Requires greatest counselor skills

Directive Counseling

This approach works best to correct simple problems, make on-the-spot corrections, and correct aspects of duty performance. The leader using the directive style does most of the talking and tells the Airman what to do and when to do it. In contrast to the nondirective approach, the leader directs a course of action for the Airman. Choose this approach when time is short, when you alone know what to do, or if an Airman has limited problem- solving skills. Finally, directive is appropriate when an Airman is immature, insecure, or needs guidance. Advantages: Is the quickest method, Is good for people who need clear, concise direction, Allows counselors to actively use their experience. Disadvantages: Does not encourage Airmen to be part of the solution, May treat symptoms, not problems, May discourage Airmen from talking freely, The counselor provides the solution, not the Airman.

Excellence In All We Do - AF Core Values

This core value demands Airmen constantly strive to perform at their best. They should always strive to exceed standards objectively based on mission needs. This demands a continuous search for new and innovative ways to accomplish the mission without jeopardizing morale and loyalty. Personally, Airmen seek out and complete developmental education. They constantly work hard to stay in their best physical, mental, emotional, spiritual, and moral shape. Airmen continue to enhance their professional competencies and are diligent to maintain their job skills, knowledge, and personal readiness at the highest possible levels. They understand that when members of an org work together to successfully reach a common goal, excellence is achieved and no Airman wins the fight alone. Each org must foster a culture that emphasizes a team mentality while simultaneously maintaining standards and accomplishing the mission. Realizing that people are our most precious resource, Airmen are responsible for ensuring they are trained, fit, focused, and ready to accomplish the mission safely and effectively.

The FRLD Model

This includes 5 leadership behaviors: 1. Laissez-Faire 2. Management by Exception-Passive 3. Management by Exception-Active 4. Transactional Leadership and Contingent Rewards 5. Transformational Leadership behavior

Transactional Leadership and Contingent Rewards - Leadership Behavior of FRLD

This involves the constructive transaction between a leader and his or her followers. These transactions are "contracts" where the leader sets goals, identifies ways for the subordinate to reach these goals, and supports the follower along the way. The follower is then required to perform their assigned tasks to a specified performance level and, when they achieve their leader's expectations, the leader reinforces the positive behavior by providing a reward. In other words, the reward is contingent upon the follower performing assigned tasks to expectations.

Leadership - Intrinsic Motivation

This is encouraging others to act, not because they have to; but because they want to. The AF continuously adapts in new and innovative ways to conduct daily ops, and requires leaders who can initiate and sustain change. To do this, consider ways to get others to embrace ideas, strategies, and initiatives.

Effective Empowerment

This is not new. Truly great leaders of the past never directly told their people how to do their jobs. Rather, they explained what needed to be done and established a playing field that allowed their people to achieve success on their own. Consequently, the follower's success became a success for the leader and the organization as well. While the responsibility for task completion may be on the leader's shoulders, the burden of getting the job done is shared by all. Therefore, the adage, "It's lonely at the top," is applicable to a leader who does not recognize the strengths of his or her people. Airmen can supply the details and express concerns that help overcome barriers to achieving visionary goals and mission accomplishment. When leaders solicit input, they discover the knowledge, interest, and parameters of support.

Integrity First - AF Core Values

This is the willingness to do what is right even when no one is looking. It is the "moral compass," the inner voice, the voice of self-control, and the basis for the trust imperative in today's AF. It is the single most important part of character. This makes Airmen who they are and what they stand for, and is as much a part of their professional reputation as their ability to fly or fix jets, operate the computer network, repair the runway, or defend the airbase. Airmen must be professional, in and out of uniform. It is not a suit that can be taken off at night or on the weekend or worn only when important to look good. Instead, it is when we least expect to be tested that integrity is critical. People are watching us, not to see us fail but to see us live up to their expectations; anything less risks putting the heritage and reputation of the AF in peril. This is the ability to hold together and properly regulate all the elements of one's personality. A person with this acts on conviction, demonstrating impeccable self-control without acting rashly. This encompasses many characteristics indispensable to Airmen.

Transformational Leadership - Leadership Behavior of FRLD

This leader offers followers a vision and inspires their mission. This type of leadership inspires followers to exceed their goals and promotes positive, meaningful changes. There are 4 components of transformational leadership, called the 4 I's: Individualized Consideration, Intellectual Stimulation, Idealized Influence, and Inspirational Motivation.

Management by Exception-Active - Leadership Behavior of FRLD

This leadership behavior ensures leaders keep personnel and processes in control. They monitor and govern subordinates through forced compliance with rules, regulations, and expectations for meeting performance standards. This style exists in a structured system with detailed instructions, careful observation, and very active supervision. Furthermore, it reduces organizational uncertainties, avoids unnecessary risks, and ensures important goals are being achieved. It also reduces the temptation for employees to avoid their duties or act unethically and aids members in meeting defined performance objectives.

Management by Exception-Passive - Leadership Behavior of FRLD

This leadership behavior is the "if it isn't broke, don't fix it" leadership style. Here, leaders elect to sit back, observe, and wait for things to go wrong before taking action. They intervene only when policies or rules are broken. Thus style is a little more effective than Laissez-Faire because subordinates know that leadership will hold them accountable if they fail to meet standards of performance or comply with policies and procedures.

Essence of Empowerment

This requires both leaders and followers to identify with their respective share of the org's goals. The military is traditionally an authoritarian organization. The need for rapid decision- making and crisis response normally necessitates a traditional hierarchical framework. However, complex hierarchical frameworks do not always result in rapid decisions. Furthermore, the continual transformation of leader-follower roles is heralding an environment that allows both leaders and followers to more effectively realize org goals and objectives.

Leadership - Set The Example

This takes more than simply "talking the talk." It is modeling, or setting the example for others in word and action. For many, this is considered the toughest part of leading. However, to be successful, leaders must evaluate themselves and work on their shortcomings. Effective leaders lead rather than drive people. They make fair and firm decisions that are in the best interest of good order, discipline, and successful accomplishment of the mission. A leader's responsibilities go further than just being responsible for accomplishing the mission. Effective leaders are not only expected to accomplish the mission, but to do so with the minimum cost in people, materiel, and money. While no one expects the leader to be perfect, a leader cannot demand the best from others if he or she cannot perform as expected.

AF Mission

To fly, fight, and win...in air, space, and cyberspace. To achieve strategic, operational, and tactical objectives unhindered by time, distance, and geography; the AF employs its 6 Distinctive Capabilities: 1. Air and Space Superiority 2. Global Attack 3. Rapid Global Mobility 4. Precision Engagement 5. Information Superiority 6. Agile Combat Support

Professional Relationships

To maintain a successful and effective military org, the AF depends on professional relationships among all its members (both military and civilian). All interactions and relationships must support the mission and operational effectiveness of the AF. Officers, NCOs, and Airmen alike must ensure their relationships with coworkers, superiors, and subordinates do not portray favoritism or impropriety. Excessive socialization and undue familiarity, whether real or perceived, degrades morale, team cohesion, and leadership effectiveness.

Followership Importance

Today's leader has the almost impossible task of keeping up with ever-changing technology while coping with leadership demands. In many cases, the leader is not the most technically skilled person in the unit. He or she likely has personnel with advanced technological skills and capabilities. People are our most valuable resource. Today's junior members have knowledge, skills, and abilities that open unlimited opportunities to maximize work center effectiveness. Therefore, leaders must tap into this resource by nurturing and developing their Airmen's capabilities and fostering their willingness to improve organizational effectiveness.

Leadership - Flexibility

Top-down, authoritative orgs is a classic example of rigid and stubborn leadership and usually results in resentment and animosity, especially during times of change. Leaders who are flexible listen to other points of view, bend when necessary, and are not afraid to change course if things are not going well.

Air Force Core Values

What enables Airmen to effectively execute their responsibilities and accomplish the mission? 1. Integrity First 2. Service before Self 3. Excellence in All We Do

Vision - Implemented

While senior leadership has the authority and responsibility to change the system as a whole, leaders at lower levels direct supervisors and subordinates to tasks more appropriate to the challenges of the new age. To do this, the leaders must communicate the vision to the unit, shop, or work center. Leaders are responsible for bolstering their Airmen's courage and understanding. However, launching a vision cannot be a single effort. Those who work for and with the leader are excellent sources of ideas. Leaders can prepare the organization for potential changes to come and disarm resistance to change by soliciting suggestions and promoting wide participation.