United States of America

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United States of America
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Situational LeadershipGuyer AFJROTC 2017
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Day 1 Overview

• Leadership
• Begin the movie Twelve Oclock High
• Talk about the movie

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Leadership Overview

• Basics of Leadership
• Task and Relationship Behavior
• Situational Leadership Model
• (most of it)

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What Should You Get Out of This?

• Realize leadership is important.
• Realize that leadership is not too difficult or
  complicated to understand.
• Start thinking about what it takes to be a good
  leader.
• Decide that youll work at being a good leader.
• Learn what you need for the test.

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Leadership Basics

• Definition What is Leadership?
• - Influencing the behavior
• of another person.

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Leadership Basics

• Why is leadership important?
• - At some point, all people need a leader.
• - - They dont know what to do.
• - To get a group working as a team,
• to accomplish a common purpose.

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Leadership Basics

• When do we need leadership?
• - Anytime you have more than 1 person trying to
  do something together.
• - Which means, almost all the time, in almost
  every situation.

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Leadership Basics

• What qualities are needed to be a good leader?
• - a vision, purpose, mission
• - - knows what has to be done where to go
• - - if there is no goal, theres no leading!
• - competence ability, knowledge, skill
• - ability to communicate that vision,
  purpose,
• mission

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Leadership Basics

• Qualities of a good leader (cont)
• - commitment, passion, courage
• - - believes strongly enough in the purpose,
  mission that
• he/she wont falter when
• - - - others doubt
• - - - the going gets tough
• - has good character
• - - bad people can lead effectively, but we
  dont want to
• follow them
• - cares about his/her people
• - energy
• - - a lazy leader will not inspire or
  motivate others
• - - ones passion will energize a leader

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Leadership Basics

• Qualities of a good leader (cont)
• - self-control
• - - dont act or react based on how you feel
• - - - especially out of anger
• - - - dont show doubt, discouragement
• - - includes both behavior and speech
• - sets a good example
• - - applies to all the other attributes

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Leadership Basics

• Leadership variables
• The factors that affect any leadership situation
• Some of them are
• leader, followers
• boss (the leaders leader)
• leaders associates/peers
• the organization
• the tasks, the job demands (what has to be done)
• time, resources available

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Leadership Basics

• Leadership variables (cont)
• The Point is
• Just as people are complex, leadership
  situations can be complex.
• So, theres no formula that works all the
  time.
• But leadership is not too complex to make some
  sense of it.

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Leadership Basics

• What is leadership style?
• - How you lead
• - - how you act,
• - - what you do,
• - - that is, your behavior
• - Definition Pattern of behaviors you use
• to influence the followers behavior,
• as perceived by them.

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Leadership Basics

• What is leadership style (continued) ?
• - What about what you say?
• - - Do actions speak louder than words?
• - - Is sticks and stones will . . . true?
• - Words are POWERFUL!
• - - They can build up or tear down.
• - - They can reinforce your actions,
• - - or they can undermine your actions.
• - - They definitely can affect your
• effectiveness as a leader.

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Leadership Basics

• What is leadership style (continued) ?
• - So, self control involves both
• - - actions and
• - - speech.
• - A leader should always try to do and say what
• is best for his/her followers.
• Note THIS IS NOT ALWAYS EASY!
• 9

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Leadership Basics

• Leadership and self-control.
• - This is what distinguishes a leader from the
• followers.
• - - He/she operates at a higher level.
• - With authority comes responsibility.
• - Guyer JROTC graduates will be expected to
  function at a higher level than before.

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Leadership Basics

• What is the best leadership style?
• - firm but fair
• - task-oriented
• - people or relationship-oriented
• - tell them what to do and then let them do
  it
• - . . .
• There is no best leadership style.
• A leader should adapt his/her style to the
  situation that is
• - the task,
• - the people doing it

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Leadership Basics

• Examples of situations needing different styles.
  
• - freshman cadet in September
• - a good, freshman cadet in January
• - a fellow SSgt or TSgt
• - a flight that isnt cooperating
• - a skilled drill team during practice
• - a fellow officer

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A Leadership Model

• There is a very good model for describing
• - how a leaders style should be changed,
• - based on the followers
• - - abilities
• - - motivations (willingness and confidence)
• - This model is called the
• Situational Leadership Model

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Overview

• Basics of Leadership
• Task and Relationship Behavior
• Situational Leadership Model

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Leadership Behaviors/Styles

• There are 2 basic leadership behaviors/styles
• Task
• Relationship
• The leadership styles in the Situational
  Leadership Model represent the 4 different
  combinations of these 2 behaviors
• High Task / Low Relationship
• High Task / High Relationship
• Low Task / High Relationship
• Low Task / Low Relationship

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Task/Directive Behavior

• Involves
• Clearly Telling People
• What to Do
• How to Do It
• Where to Do It
• When to Do It
• Who Does It
• Closely Supervising Their Performance
• This behavior can be described as
• autocratic.

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Relationship/Supportive Behavior

• Involves
• Listening to People
• Providing support and encouraging their efforts
• Involving them in Problem-Solving and
  Decision-Making
• This behavior can be described as
• democratic.

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Overview

• Basics of Leadership
• Task and Relationship Behavior
• Situational Leadership Model

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
\ Leadership \ / Style
/
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
Follower Develop- / ment \
MODERATE
HIGH
LOW
D3
D1
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Subordinates Development Level

• Has 2 components
• Competence
• Task
• Knowledge
• Skills
• Commitment
• Motivation
• Confidence

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Subordinates Development Level

• Commitment
• Motivation
• interest in the task
• desire to do task
• Confidence
• sense of security
• or self-assuredness

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Levels of Development

• D1 - Enthusiastic Beginner
• D2 - Disillusioned Learner
• D3 - Reluctant Contributor
• D4 - Peak Performer

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Levels of Development

• D1
• Low Competence
• High Commitment

• Enthusiastic Beginner
• - Enthusiastic excited, motivated
• - Beginner doesnt know very much
• Example New cadet excited about JROTC.

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Levels of Development

• D2
• Some Competence
• Low Commitment

• Disillusioned Learner
• - Disillusioned discouraged,
  disappointed
• - Learner knows things, but has much to
  learn
• Example Soph. cadet not picked to be flt sgt

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Levels of Development

• D3
• Moderate to High Competence
• Variable Commitment

• Reluctant Contributor
• - Reluctant not sure, hesitant
• - Contributor knows enough to contribute
• Example Experienced cadet asked to take a
• more challenging position.

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Levels of Development

• D4
• High Competence
• High Commitment

Peak Performer - Peak at or close to
top of ability, experience - Performer
contributes with very little help Example
Experienced flight commander
or drill team commander
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Levels of Development

• Level Competence Commitment
  Name
• D1 Low High
  Enthusiastic
• 
  Beginner
• D2 Some Low
  Disillusioned
• 
  Learner
• D3 Moderate Variable
  Reluctant
• to High
  Contributor
• D4 High High
  Peak
• 
  Performer

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Development Level is Task Specific

• Thus, a person can be at one level for one task,
• and at a different level for another task.

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Break time(5 minutes)
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Levels of Development

• Level Competence Commitment
  Name
• D1 Low High
  Enthusiastic
• 
  Beginner
• D2 Some Low
  Disillusioned
• 
  Learner
• D3 Moderate Variable
  Reluctant
• to High
  Contributor
• D4 High High
  Peak
• 
  Performer

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What is a Leadership Style?

• Its a pattern of behaviors you use when you are
  trying to influence the behaviors of others as
  perceived by them.
• It involves problem-solving and decision-making
  processes

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
High Supportive
Low Directive
The Model (again)
Behavior
Behavior
Now well look at each leadership style.
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
MODERATE
HIGH
LOW
D1
D3
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
MODERATE
HIGH
LOW
D1
D3
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Directing

• High Directive, Low Supportive
• Leader defines roles of followers
• Problem-solving and decision-making initiated by
  the leader
• One-way communication

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
MODERATE
HIGH
LOW
D1
D3
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Coaching

• High Directive, High Supportive
• Leader now attempts to hear followers
  suggestions, ideas, and opinions
• Two-way communication
• Control over decision-making remains with the
  leader

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
MODERATE
HIGH
LOW
D1
D3
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Supporting

• High Supportive, Low Directive
• Focus of control shifts to follower
• Leader actively listens
• Follower has ability and knowledge to do the
  task

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
MODERATE
HIGH
LOW
D1
D3
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Delegating

• Low Supportive, Low Directive
• Leader discusses problems with followers
• Seeks joint agreement on problem definitions
  (task is understood)
• Decision-making is handled by the subordinates
• They run their own show
• (This is where you want your followers
• to end up.)

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
MODERATE
HIGH
LOW
D1
D3
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Matching Style to Development Level

• Leaders need to do for their people what they
  cant do for themselves at the present moment.
• The effectiveness of a leader is based on the
  accuracy of the match between style and
  development level.

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• What happens if we have a mismatch of style with
  development level?
• Probably will get
• poor results.

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Situational Leadership is not something you do
TO people but something you do WITH people.
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Questions?

• About leadership in general?
• The Situational Leadership Model?

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Movie Introduction

• Why Twelve Oclock High?
• Its a real-world situation that shows
• Situational Leadership principles.
• Its historically accurate.
• Its a great movie.
• As you watch, pay attention to both
• the leadership issues
• the mission and its challenges.

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Movie Introduction

• The bombing missions depicted in
• Twelve Oclock High
• flown in 1942 and 1943
• before D-Day invasion.
• Allies did not have control of the skies.
• Were a specific type of strategic
• bombing mission.

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Guyer Leadership School Discussion Part One
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Why is the 918th Bomb Group having problems?

• Colonel Davenport is over identifying with his
  men.
• He defends them and takes responsibility for
  errors made by
• his men.

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Using the Blanchard Situational Model, what is
the development level of the men of the 918th?

• D2 - Some competence, low commitment

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What are some of the cues that men of the 918th
are at a D2 level?

• Competence (some)
• Not staying in formation
• Heavy losses
• Navigation errors
• Commitment (low)
• High sick call rate
• Looking for someone to lean on
• Lack of confidence

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What is Col. Davenports style of leadership and
why is he failing or succeeding?

• S3 Supporting
• Failing
• Misreading development level of his men, who are
  at D2.
• Thus, hes using wrong leadership style for the
  development level of his men.
• Group failing mission not being accomplished.
• Davenport failing lays blame elsewhere and
  looks for excuses.

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What is General Savages leadership style at
Pinetree?

• S2 Coaching
• Making decisions and providing the structure.
• Also explains WHY a decision is made.

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When did General Savage change leadership styles?

• Just before he entered the base to assume
  command.
• He even changed the way he dealt with his driver,
  Ernie.

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Day 1 Wrap-up

• Any questions, comments?

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Day 2 Overview

• Review of the Leadership Model
• Match leadership style (directing, ) to
  development level of the follower
• Finish the Leadership Model
• Increasing Development
• Empowerment
• Watch more of the movie.
• Apply Leadership Model to the movie
• Air Force bombing missions in WWII in Europe

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
\ Leadership \ / Style
/
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
Follower Develop- / ment \
MODERATE
HIGH
LOW
D3
D1
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Review

• Development Level Competence Commitment
  Style
• D1, Enthusiastic low
  high S1, Directing
• Beginner
• D2, Disillusioned some
  low S2, Coaching
• Learner
  (or some)
• D3, Reluctant moderate
  variable S3, Supporting
• Contributor or high
  
• D4, Peak high
  high S4, Delegating
• Performer
• A leaders effectiveness depends on the
  match between the
• leadership style and the followers
  development level.

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Leaders Goal

• Matching style to ability is the first step.
• As a leader, your goal should be to
• develop your followers
• move them to higher levels
• so that
• you can start using less time-consuming
• styles (S3 and S4)
• and still get high quality results.

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2 Basic Approaches to Increasing Development

• A common one Leave alone, zap
• Tell people what to do (S1)
• Leave them alone (ineffective form of S4)
• Zap them when they make mistakes (back to S1)
• Actually train them to be the job better.

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Increasing Development Level

• Tell them what you want them to do
• Show them what you want them to do
• Let them try on their own
• accept the risk of mistakes being made
• Observe performance
• focus on the positive

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Focusing on the Positive

• The key
• catch them doing something
• (approximately) right
• Then, begin shifting from S1 to S2,

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Overview

• Finish Leadership Model
• Development
• Empowerment

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Empowerment

• Getting followers to the D4/Delegating
• level is also called
• Empowerment
• Empowerment involves
• Equipping followers with the resources,
  knowledge, and skills.
• Delegating leadership and decision-making.

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
MODERATE
HIGH
LOW
D1
D3
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Empowerment

• More specifically, the leader must
• Create a clear vision, goals, accountabilities
• so followers know whats expected of them
• Lead by example
• Develop followers to the D4 level
• Then, you can Delegate decision-making to
• them.

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Empowerment

• Power, authority and responsibility
• General principles
• If you are going to hold someone responsible
  (accountable) for a task,
• you must give that person the resources and the
  authority needed to do the task.
• However, as the leader, you remain responsible
  for the success of the organization, regardless
  of which individuals do what tasks.
• Thus, you cannot delegate (your)
  responsibility.

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Empowerment

• Power, authority and responsibility (cont)
• Here we are using power and authority to mean the
  same thing, but, technically, they are not the
  same
• Power ability or power to do something
• Authority the (legal) right to do something
• Empowerment (and S4 Delegating) involves
• making sure the follower has whats needed
  (ability and resources) to do the task (the
  power),
• delegating the authority for decision-making (the
  legal right).

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Movie Introduction

• Left off when Major Stovall, to help General
  Savage, had figured out how to delay the transfer
  requests.
• Again, watch for
• leadership challenges
• changes in Savages leadership style

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Guyer Leadership School Discussion Part Two
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What leadership style did Savage initially assume
as the 918th Commander?

• S1 Directing
• Made all decisions
• Told men exactly what to do

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Savage started as S1 when men were D2. Why did
this difference work?

• Directing worked since it initially focused on
  competence.
• Too long at S1 may
• have prevented
• morale improvement.

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Why did Savage treat Maj Stoval differently?

• Stoval is at a higher Development level (D3 to
  D4).
• Therefore Savage adjusted his style between
  supporting and delegating.

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What was the purpose of the training missions?

• Simple! Develop ability and competence

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When did Savage change to Coaching?

• After the second successful mission.
• Starts explaining WHY.

• Is this change appropriate? Yes!
• Men are more secure in ability to survive and
  return
• Time to move on to Coaching style since it is
  justified by changes in competence and commitment
  of men

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What was the value in Savage taking the 918th to
the target when everyone else turned back?

• Pride and Unity.
• Could do the job when others couldnt.
• A tremendous risk which leaders might take very
  rarely.

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How do we know that Savage is starting to succeed?

• Bishop removed his transfer request in front of
  the IG

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What were some additional indicators that
Savages leadership style was successful?

• Stowaways of aircraft

Gately flew until he passed out
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What is the difference between Davenport and
Savage?

• The only difference is their outward behavior or
  style of leadership
• (They had the same concern for their men.)

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Discussing the Movie Historical Review

• What kind of airplane?
• B-17 Flying Fortress
• What kind of mission were they flying?
• daylight precision bombing.
• Note The British tried this, but switched to
  night area bombing.
• What made this type of mission so dangerous?
• AAA
• enemy fighters

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B-17 Flying Fortress
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B-17 Flying Fortress
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Discussing the MovieHistorical Review

• Why was a tight formation so important?
• Better protection from fighter attack.
• What did the Allies use later to combat fighter
  attacks?
• P-51 Mustang
• had the long range needed
• best fighter of the war

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Discussing the MovieHistorical Review

• Strategic vs tactical bombing missions
• Strategic
• bomb factories, supply centers,
• to make it harder for the enemy to fight the war
• B-17, B-24 Liberator, B-29 Super Fortress
• Tactical
• attack enemy troops, planes, ships engaged in
  battle
• to help our forces win the battle
• P-51, P-38 Lightning
• P-47 Thunderbolt

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US Strategic Bombing Mission in WWII

• Air Corps lost more men than the Army
• Almost 300 bombers (3000 men) were lost in a
  dozen missions in 1943!!
• Of 135,000 airmen who flew bombers
• 30,000 were killed
• 14,000 were injured
• 33,000 became POWs

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Discussing the MovieHistorical Review

• B-17 vs B-24
• In some respects, the B-24 was better than the
  B-17
• longer range,
• bigger bomb load
• But, crews preferred the B-17 because it could
  take so much damage and still fly.
• Increased their chances of making it back!!

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Discussing the MovieHistorical Review

• How do todays bombing missions compare to those
  of WWII?
• Accuracy - precision guided munitions
• 1 bomb per target is possible!
• minimal collateral damage is expected.
• (And some criticize the military if there is more
  than this.)
• Strategic vs tactical distinctions are less
  clear
• Use both types of planes for both types of
  missions

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Day 2 Wrap-up

• Any questions or comments?

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Day 3 Overview

• Any questions?
• Review of the leadership model
• Finish the movie
• Apply leadership model to movie
• Apply Situational Leadership to JROTC
• Review for exam

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THE FOUR LEADERSHIP STYLES
(High)
High Directive and
High Supportive and
\ Leadership \ / Style
/
High Supportive
Low Directive
Behavior
Behavior
S3
S2
S1
S4
High Directive and
Low Supportive and
Low Supportive
Low Directive
Behavior
Behavior
(High)
(Low)
DIRECTIVE BEHAVIOR
Follower Develop- / ment \
MODERATE
HIGH
LOW
D3
D1
D4
D2
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DEVELOPED
DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
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Review

• Development Level Competence Commitment
  Style
• D1, Enthusiastic low
  high S1, Directing
• Beginner
• D2, Disillusioned some
  low S2, Coaching
• Learner
  (or some)
• D3, Reluctant moderate
  variable S3, Supporting
• Contributor or high
  
• D4, Peak high
  high S4, Delegating
• Performer
• A leaders effectiveness depends on the
  match between the
• leadership style and the followers
  development level.

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Guyer Leadership School Discussion Part Three
101
What is the difference between Davenport and
Savage?

• The only difference is their outward behavior or
  style of leadership
• (They had the same concern for their men.)

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Why did Savage break?

• Maximum Effort
• Hadnt delegated enough.
• You are riding in every crew station and
  cockpit.

• Note you are truly delegating when the job
  gets done the way you want and you dont have to
  be present to influence the results.

And without ruining yourself in the process.
103
What were Davenports primary and secondary
styles?

• Primary S3 (supporting) - Tries to identify
  with his men.
• Secondary S2 (coaching) - Feels he owes his men
  a reason for things.

104
Why was Savage able to turn the 918th around?

• He matched his leadership style to his mens
  development level

105
What were General Pritchards primary and
secondary leadership styles?

• Primary S4 (delegating)
• Secondary S2 (coaching)
• He appears to use directing but he tells his
  staff why!

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What lessons can we learn from Ben Gately?

• You can learn and grow as a follower a leader
• If youre going to be a leader, you must step up
  to the task and accept the responsibility.
  (Which can be scary sometimes.)
• Initially he avoided risk.
• Later he showed that he
• had the talent and
• character to do the
• mission and lead others.
• Good work is almost
• always hard work.
• 
  Service before self

107
One More Thing About the Movie

• Do NOT do what Savage did when it comes to
• Smoking!
• (They used to believe that smoking was good for
  you!)

108
Some fundamental conclusions - Application
of appropriate leadership style will increase
likelihood of good results. - Leaders can
choose their style. (You have control over
this.) - Inappropriate styles will increase
likelihood of poor performance.
109
Break time(5 minutes)
33
110
Situational Leadership and JROTC

• Situation Competence Commitment
  Appropriate
• 
  Leadership Style
  

Teaching freshman cadet how to march
S1, Directing
low
high
Instructing an eager new flight sergeant in
his/her duties
some (high motivation, low confidence?)
S2, Coaching
some
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111
Situational Leadership and JROTC

• Situation Competence Commitment
  Appropriate
• 
  Leadership Style
  

Telling a good flight cmdr to do something he/she
has never done before
variable (confidence may be low)
high
S3, Supporting
Telling a good flight cmdr to start checking for
military tucks during uniform inspections
S4, Delegating
high
high
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112
Situational Leadership and JROTC

• Situation Competence Commitment
  Appropriate
• 
  Leadership Style
  

New squadron cmdr very experienced wonders if
he/she can do the job
variable (confidence may be low)
high
S3, Supporting
Sophomore cadet, very good performer
not picked for a leadership position performance
declines
S2, Coaching (D2)
low (discouraged)
some
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113
Situational Leadership and JROTC

• Situation Competence Commitment
  Appropriate
• 
  Leadership Style
  

Top flt cmdr breaks up with boy friend depressed
S3, Supporting
high
variable
Armed drill team cmdr, first place at meet
asked to cmd color guard at next meet.
S2, Coaching
low (low confidence)
some
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114
Leadership from Another Perspective

• Leadership Basics we discussed pertained to
  formal or official positions of leadership.
• Where the leader is in charge.
• But theres another form of leadership that
  applies to everyone.
• Even JROTC cadets who are not in command
• This is based on the idea that leadership is the
  ability to influence others.

115
Leadership from Another Perspective

• Can someone who is not in charge influence
  others?
• YES!!
• How do you do that?
• By setting a good example being a good
  follower.
• If youre really good, youll inspire others to
  be good, too.
• This is something every JROTC cadet can do.

116
Course Review

• Situational Leadership model
• Situational Leadership concepts in the movie.
• WWII strategic bombing

2
117
Review of Situational Leadership

• Effective leadership requires that the leader
  adapt to the SITUATION.
• 2 basic types of leadership behavior
• Task / Directive
• Relationship / Supportive

25
118
Review

• Task or directive behavior
• Involves clearly telling people
• What to Do
• How to Do It
• Where to Do It
• When to Do It
• Can also be described as autocratic.
• This is Style 1 or 2 Directing or Coaching

25
119
Review

• Relationship or supportive behavior
• Involves
• Listening to people (2-way communication)
• Supporting their efforts
• Involving them in the decision-making process
• Can also be described as democratic.
• This is Style 3 or 4 Supporting or Delegating

25
120
Review

• A leaders pattern of behavior is his/her
• leadership style.

25
121
Review

• When we talk about the situation, we mean
  (basically) the development level of the
  followers with respect to the task.
• Development level has 2 main parts
• Competence
• Knowledge, skills from education, training,
  experience
• Ability to perform the task
• Commitment
• Motivation interest, desire to do the task
• Confidence sense of security, self-assurance
• Its the leaders responsibility to assess his
  followers development level.
• Development level is task specific.

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122
Review

• Development Level Competence Commitment
  Style
• D1, Enthusiastic low
  high S1, Directing
• Beginner
• D2, Disillusioned some
  low S2, Coaching
• Learner
  (or some)
• D3, Reluctant moderate
  variable S3, Supporting
• Contributor or high
  
• D4, Peak high
  high S4, Delegating
• Performer
• A leaders effectiveness depends on the
  match between the
• leadership style and the followers
  development level.

25
123
Review

• Increasing Development
• A leader should increase the followers
  development (move from D1 to D2, )
• Training them is the best way to do that.
• A key is to reinforce good performance with
  positives things that encourage that
  performance.
• The best way to do that is to catch them doing
  something (approximately) right.

25
124
Review

• Empowerment
• What is happening at the D4/S4 level
• Consists of
• Delegating leadership (decision-making) (giving
  them the authority)
• Equipping followers (giving them the ability or
  power)
• resources
• knowledge
• skills
• By the way, this furthers followers
  development.

25
125
Review of the Movie

• When did Gen Savage change leadership styles?
• Just before entering the base. (directing)
• After 2nd successful mission. (changes to
  coaching)
• When he tells Gately to lead the mission.
  (delegating)
• Why did Gen Savage deal with Major Stovall
  differently?
• Stovall was at a higher level of development.
  (D3, D4)
• What were indications that the Generals
  leadership was being successful.
• Bishop withdraws request for transfer.
• People stow away on planes to be part of a
  mission.

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126
Review

• What kind of airplane?
• B-17 Flying Fortress
• What kind of mission were they flying?
• Daylight precision bombing.
• Best fighter for bomber escort
• P-51 Mustang
• Strategic vs tactical missions
• Strategic
• attack enemys homeland industries,
• destroy enemys ability to fight
• Tactical attack enemy engaged in battle

25
127
A Reminder

• For the exam you have to know the terms used in
  the Situational Leadership Model
• coaching, supporting, . . .
• competence, commitment, confidence, . . .
• But, in real life, in our corps
• Dont worry about the terms.
• Remember the basic concept
• Deal with followers in a way that matches their
  abilities and motivations.

25
128
A Reminder

• Perhaps we can summarize leadership by saying it
  comes down to 2 main requirements
• 1. You (as the leader) CARE about the mission,
  task,
• 2. You CARE about your people.
• If these are strong motivations for you
• You will automatically do or will find a way to
  do the other things
• Set a good example.
• Communicate your vision.
• And, you wont treat people as just tools to get
  the job done.

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129
A Final Point

• In war, the mission comes first.
• In most other leadership situations
• important people needs
• (not desires) often come first.
• But even in JROTC, a leader might have to choose
  a mission over personal convenience.

25
130
Situational Leadership

• The End

25
131
Why did Savage change pilots?

• Build better commanders
• Increase leadership and responsibility

132
Discussing the Movie Historical Review

• What kind of airplane?
• B-17 Flying Fortress
• What kind of mission were they flying?
• daylight precision bombing.
• Note The British tried this, but switched to
  night area bombing.
• What made this type of mission so dangerous?
• AAA
• enemy fighters

25
133
B-17 Flying Fortress
134
B-17 Flying Fortress
135
Discussing the MovieHistorical Review

• Why was a tight formation so important?
• Better protection from fighter attack.
• What did the Allies use later to combat fighter
  attacks?
• P-51 Mustang
• had the long range needed
• best fighter of the war

25
136
Discussing the MovieHistorical Review

• Strategic vs tactical bombing missions
• Strategic
• bomb factories, supply centers,
• to make it harder for the enemy to fight the war
• B-17, B-24 Liberator, B-29 Super Fortress
• Tactical
• attack enemy troops, planes, ships engaged in
  battle
• to help our forces win the battle
• P-51, P-38 Lightning
• P-47 Thunderbolt

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137
US Strategic Bombing Mission in WWII

• Air Corps lost more men than the Army
• Almost 300 bombers (3000 men) were lost in a
  dozen missions in 1943!!
• Of 135,000 airmen who flew bombers
• 30,000 were killed
• 14,000 were injured
• 33,000 became POWs

138
Discussing the MovieHistorical Review

• B-17 vs B-24
• In some respects, the B-24 was better than the
  B-17
• longer range,
• bigger bomb load
• But, crews preferred the B-17 because it could
  take so much damage and still fly.
• Increased their chances of making it back!!

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139
Discussing the MovieHistorical Review

• How do todays bombing missions compare to those
  of WWII?
• Accuracy - precision guided munitions
• 1 bomb per target is possible!
• minimal collateral damage is expected.
• (And some criticize the military if there is more
  than this.)
• Strategic vs tactical distinctions are less
  clear
• Use both types of planes for both types of
  missions

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140
What leadership style did Savage initially assume
as the 918th Commander?

• S1 Directing
• Made all decisions
• Told men exactly what to do

141
Savage started as S1 when men were D2. Why did
this difference work?

• Directing worked since it initially focused on
  competence.
• Too long at S1 may
• have prevented
• morale improvement.

142
Why did Savage treat Maj Stoval differently?

• Stoval is at a higher Development level (D3 to
  D4).
• Therefore Savage adjusted his style between
  supporting and delegating.

143
What was the purpose of the training missions?

• Simple! Develop ability and competence

144
When did Savage change to Coaching?

• After the second successful mission.
• Starts explaining WHY.

• Is this change appropriate? Yes!
• Men are more secure in ability to survive and
  return
• Time to move on to Coaching style since it is
  justified by changes in competence and commitment
  of men

145
What was the value in Savage taking the 918th to
the target when everyone else turned back?

• Pride and Unity.
• Could do the job when others couldnt.
• A tremendous risk which leaders must occasionally
  take.

146
How do we know that Savage is starting to succeed?

• Bishop removed his transfer request in front of
  the IG

147
What were some additional indicators that
Savages leadership style was successful?

• Stowaways of aircraft

Gately flew until he passed out