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LEADERS OF THE FUTURE

LEADERS OF THE FUTURE. Purpose. The purpose of this period of instruction is to give you a better understanding of Leadership Styles. With the aid of references, identify the Marine Corps’ Leadership fundamentals , per the reference. (CPL 23.4) . T L O.

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LEADERS OF THE FUTURE

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  1. LEADERS OF THE FUTURE

  2. Purpose The purpose of this period of instruction is to give you a better understanding of Leadership Styles.

  3. With the aid of references, identify the Marine Corps’ Leadership fundamentals , per the reference. (CPL 23.4) T L O

  4. Without the aid of but per the reference, identify the following. E L O • The leadership Styles. (CPL 23.4j) • The Leadership Variations. (CPL 23.4k) • The Factors influencing leadership styles. (CPL 23.4l)

  5. Method/ Media Lecture and demonstration / aided by the use of power point and light ware projector.

  6. Evaluation YOU WILL BE TESTED ON YOUR FINAL EXAM.

  7. I R F ' S Students with the IRF’S fill out the top portion and set tem to the side.

  8. At this time do you have any questions?

  9. LEADERSHIP STYLES

  10. DEFINITION OF LEADERSHIP STYLES

  11. Definition of Leadership Styles: • Leadership style is defined as the leader’s behavior pattern as percieved by his Marines when he is attempting to influence, guide or direct their activities.

  12. Different Leadership Styles

  13. Autocratic Democratic Different Leadership Styles

  14. Autocratic Leadership • A style where the leader makes all decisions for his subordinates and tells them what to do, how, when, where,etc.

  15. Democratic Style • A style where the leader allows his subordinates to make their own decisions within general or mission type guidelines set by the senior.

  16. Style Variations

  17. STYLE VARIATIONS • Variations depend on how much authority and direction is either kept by the leader or is delegated to the subordinate. We can divide the variations into four different styles; Telling, Selling, Participating, and Delegating.

  18. Telling Style • This is characterized by one-way communication where the leader defines his followers’ roles by “telling” them what, when, how, and where to do it.

  19. Selling Style • The leader uses two-way communication to gain his followers’ support by explaining the reasoning behind his decision. This allows the subordinates minimal participation, but helps them to better understand and hopefully “buy into” the leader’s decision.

  20. Participating Style • This is when the leader allows the subordinates to be involved in the actual decision making process. It requires good two-way communication and the leader’s willingness to be influenced by his subordinates’ knowledge and opinions.

  21. Delegating Style • This is when the leader provides mission-type orders/guidelines and minimal supervision. Essentially, the group is allowed to run its own show within the limits provided by the leader. The leader has provided his subordinates their limits, guidelines, and necessary authority to complete the task; he then gives them their mission, and allows them to accomplish the mission as they see fit.

  22. Factors that Influence Leadership Styles

  23. FACTORS THAT INFLUENCE LEADERSHIP STYLES • The individual or group being led

  24. FACTORS THAT INFLUENCE LEADERSHIP STYLES • The individual or group being led • The mission

  25. FACTORS THAT INFLUENCE LEADERSHIP STYLES • The individual or group being led • The mission • The situation

  26. FACTORS THAT INFLUENCE LEADERSHIP STYLES • The individual or group being led • The mission • The situation • The leader himself

  27. The Individual or Group being led • When evaluating the individual or group that you are going to lead there are some very critical areas that you must carefully consider. These are their abilities, experience, training, willingness, interest, motivation, unit size/composition/organization, and expectations.

  28. The Mission • The more complex the requirement, the greater the need for specific direction from the leader as to who does what, to whom, when, why, and how. If a task requires very specific coordination and attention to a specific plan, then the leader does not have much choice in style, he must “tell” his subordinates how, who, what, and when it will be done.

  29. The Situation • The shorter the time available to accomplish a task, the more directive a leader should be. In crisis situations leaders are expected to take charge and make decisions. Also, subordinates’ will look to their leaders for direction and expect concise orders, not questions during a crisis situation.

  30. The Leader • The leader’s personal values will affect his natural tendencies. The leader’s degree of confidence will also be a key factor. The more confidence a leader has in his group or individual the less will be his tendency to direct how to accomplish a task. The less confidence a leader feels about himself the more likely he will be directive in nature. The less confident leader will usually go step-by-step until he feels he knows everything is going along properly.

  31. CORPORAL’S • All of you have a natural leadership style that you feel more comfortable with. It is important to be yourself and not attempt to assume a style that is not natural as it tends to confuse your subordinates.

  32. Do you have any questions at this time?

  33. Now I have questions for you.

  34. Now I have questions for you. What are the two leadership styles?

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