Leadership and Man-management

PRESENTER: WO1 DERVAN DOCKERY

LEADERSHIP
 Who is a Leader?

 What is leadership?

 The importance of leadership.

 Management
A LEADER

A leader is a person who leads a group of people

or group.
LEADERSHIP

This is the art of getting people to do what you

want them to do. Defined more formally, it is the
art of influencing human behavior to achieve
goals in the manner which the leader desires.
FACTORS THAT AFFECTS GOOD LEADERSHIP

Successful leadership necessarily involves a

consideration of three factors: the leader, the
followers, and the “situation”.
THE FOLLOWER
There are sixteen commonly accepted “performance requirements” , or things one
must do, to be a good follower or employee:

I performs successfully during long periods of physical stress;

II performs successfully during long periods of emotional stress;
III knows his job;
IV applies his knowledge correctly;
V tells the truth;
VI acts honestly;
VII admits mistakes;
VIII accepts constructive criticism;
THE FOLLOWER
IX learns from experience;
X assumes responsibility;
XI displays initiative (does what is
needed without being told);
XII respects rules and orders even when
he disagrees;
XIII supports superiors and associates
even when he disagree;
XIV cooperates with others when
working as a member of a team;
XV maintains a high standard of
appearance and hygiene; and
XVI maintains good personal habits and manners.
THE LEADER
A good leader must first be an exemplary follower. He/She
must also satisfy the following additional performance
requirements:

I ensures that assigned task are understood.

II ensures that task are supervised and correctly completed;
III delegates responsibility to others, expresses him/her self
clearly and concisely in writing.
IV expresses himself clearly and concisely orally; and
V maintains and increases team performance by demanding
consistently high standards regardless of conditions
THE SITUATION

Scholars have analyzed leadership situations in a

variety of different ways in their attempts to help
leaders function effectively. According to one
analysis, a leader function understood to have the
following four components; these components
will determine the style of leadership which the
leader must employ:
THE SITUATION

The size and structure of the group individuals/small

group/large group; membership remains
static/membership changes; group organization is
formal or loose, democratic or bureaucratic;
The culture of the group - age; social status (rank);
education, experience, customs and traditions,
individual and societal value; members’
independence with respect to finances, mobility, and
age of majority.
THE SITUATION

Personalities - infer positive and negatig4 traits

from paras 2b and 2c; leader must recognize the
effects of his own personality.
The mission - many task/single task,
dangerous/safe, difficult/easy, familiar/unfamiliar,
urgency/lots of time, whether the group perceives
the task as important, whether the leader perceives
the task as important in itself or as a training
experience.
TYPES OF LEADERSHIP/STYLES

Authoritative Leadership. The authoritative

leader determines policies and assigns tasks. At
his worst , he tends to motivate by praising or
criticizing individuals rather than the quality of
their workmanship. He does not encourage
members to share their opinions or expertise.
TYPES OF LEADERSHIP/STYLES CONT’D
 When there is little time to do the task;
 When the task involves considerable danger;
 When large numbers of personnel are involved;
 When mental alertness of quick response is
required (e.g. drill)
 In tactical maneuvers
TYPES OF LEADERSHIP/STYLES CONT’D

Participative Leadership. The participative

leader is able to involve his subordinates in
planning and decision making without feeling
that his command is threatened. He does not feel
the need to know all the answers, but respects the
intelligence of his followers, and encourages
them to offer suggestions or to select from a
number of possible solutions.
TYPES OF LEADERSHIP/STYLES CONT’D
As Educator:
 
 when teaching complex skills or knowledge;
 when the task involves problem solving;
 when there is lots of time;
 when the group members share the leader’s goals.
 
As Persuader:

 when there is rapid turnover of personnel;

 when followers are ambitious or inexperienced;
 when the task involves personal difficulty or hardship;
 when interviewing or counseling subordinates;
 when the group must all achieve a single purpose.
TYPES OF LEADERSHIP/STYLES CONT’D
Permissive Leadership. The permissive leader
withdraws his direct influence, offering his help only
when asked, providing only limited supervision, and
reasserting control only as a last resort. When used
with the wrong people or in the wrong situations
permissive leadership results in excessive horseplay,
work which is disorganized and poorly done, and little
sense of achievement or pride among subordinates. In
such circumstances, it is difficult for the leaders to
reassert control.
TYPES OF LEADERSHIP/STYLES CONT’D
 technically proficient (are well trained and able to do
the job well without supervision);
 meeting performance standards (have a reputation
for doing the job well);
 well motivated and reliable (can be trusted to work
well without supervision); and
 accept the leader’s standard and objectives (are
known to be loyal and to have a strong sense of
duty).
PRINCIPLES OF LEADERSHIP
 Know yourself and seek self improvement
 Be technically and tactically proficient
 Seek responsibility and take responsibility for your actions.
 Make sound and timely decisions
 Know your cadets and look for their well-being
 Keep your subordinates informed
 Develop a sense of responsibility in your subordinates
 Ensure the task is understood, supervised and accomplished
 Build a team spirit
 Employ your cadets in accordance with their capabilities
QUALITIES OF A LEADER
Courage
Courage is not only a virtue, it is the virtue. Without courage there are no other virtues. The word embraces
both Physical and Moral courage. Moral courage is the ability to stand up for what is morally correct
regardless of the consequences.
 
Will Power
This requires physical and mental stamina, self-discipline and tenacity. You must have the determination to see
a task carried through, not only against the enemy but sometimes against the advice of experts, the weather
and the terrain.
 
Initiative
You must plan ahead and act without prompting from above.
 
Knowledge
You must know your job as knowledge gives you confidence, which in turn makes your subordinates
confident in you. You must also know your cadets, (even better than their mothers do).
 
Integrity
Integrity is a combination of the Christian virtues of honesty, sincerity, reliability, unselfishness and loyalty. It
is the will to work hard without someone watching over you to see that you are doing it.
QUALITIES OF A LEADER
Self Confidence
Self-confidence comes from knowledge and experience. You must have self-confidence to enable you to be
decisive in action and calm in a crisis.

Enthusiasm
Real enthusiasm will make your cadets rise above their limitations and overcome adversity.
 
Ability to Communicate
You must ensure that your cadets are fully informed as to what they are to do and why- A leader must be able
to explain what is needed in a language which can be understood.
 
Judgment and Common sense
Your main task will be to make decisions but you must have sound judgment and common sense to make the
right decisions.
 
Humanity
You must have compassion for your cadets. You must be genuine and sincere and above all approachable.
However being approachable does not mean familiarity.
 
OPERATIONAL LEADERSHIP
Officer/ NCO/ Cadet 
Relationships
  Mutual respect and confidence in professional
standards
Firmness and fairness
Commander must be seen as a member of the
team
Cadets will look to their commanders for
example and leadership
OPERATIONAL LEADERSHIP
Discipline
 
 Highest standards of discipline expected of individuals and the team
 Discipline is not punishment. that is disciplinary action
 Personal example of leaders
 Tough realistic training “ Train hard fight easy”
 Self-control- overcome fear, coolness under pressure, fortitude in
discomfort.
 Sense of duty- refusal to let fellow members down, and a belief in a just
cause.
 Teamwork – team spirit
 Obedience to orders need to react instinctively
 Pride – Esprit de Corps
OPERATIONAL LEADERSHIP
Loyalty
 Stems from comradeship and trust

 Works upwards, downwards and sideways

 Does not mean covering up that which is wrong

 A strong leader will question command but still implement the order

 
Morale
 Probably the single most important factor in conflict

 Success or failure hangs on this

 Intangible quality that allows individuals and teams to overcome

against the odds

WHAT CADETS EXPECT FROM THEIR LEADER?

 He/She knows their job

 He/She knows a great deal about the job of their team
members.
 He/She keeps their team members informed about what’s
happening & what is about to happen.
 He/She keeps the efforts of their team members organized.
 He/She knows their needs and takes care of their needs.
 He/She shares with their team all the hardships and risks.
 He /She rewards outstanding team members and take
action against trouble makers.
IMPORTANCE OF LEADERSHIP

Leadership is a vital management function

that helps to direct an organization's resources
for improved efficiency and the achievement of
goals. Effective leaders provide clarity of
purpose, motivate and guide the organization to
realize its mission.
IMPORTANCE OF LEADERSHIP CONT’D

These three approaches to leadership

should not be thought of as characteristic of
different leaders, but as approaches to different
leadership situations. in other words, every
leader must know how and when to use each
approach, and will sometimes encounter
followers or situations which require the use of
more than one approach at the same time.
MANAGEMENT

What is management?
The activity of running and controlling a business
or organization.

Is the science of using things and people to

achieve a goal in the most economical way.
LEADERSHIP VS MANAGEMENT

Management deals with functions e.g. planning,

facilitating, evaluating and budgeting.

Leadership deals with relationships e.g.

motivating, coaching, mentoring and building
trust.
SUMMARY

Leaderships is action NOT a position…

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