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! TO PROVIDE THE STUDENTS THE
BASIC KNOWLEDGE ON MILITARY
LEADERSHIP, LEADERSHIP TRAITS
AND PRINCIPLES.
! TO PROVIDE STUDENTS TECHNIQUES
ON LEDERSHIP DEVELOPMENT
  
! DEFINITION OFTERMS
! LEADERSHIP TRAITS
! LEADERSHIP PRINCIPLES
! LEADERSHIP STYLES
  
   
!ISTHE PROCESS OF
INFLUENCING OTHERS TO
ACCOMPLISH THE
MISSION BY PROVIDING
PURPOSE, DIRECTION AND
MOTIVATION.
  
   
! IT IS
AN ART OF INFLUENCING
AND DIRECTING MEN IN A WAY
AS TO OBTAIN THEIR WILLING
OBEDIENCE, CONFIDENCE,
RESPECT AND LOYAL
COOPERATION TO
ACCOMPLISHED THE MISSION.
 
! Beliefs
! Values
! Ethics
! Character
! Knowledge
! skills
    
! PERSONAL QUALITIES WHICH
ASSIST IN EXERCISE OF
MILITARY LEADERSHIP.
  

! TAKING CHARGE WHEN
NECESSARY, MAKING YOUR
IDEAS KNOWN, HELPING DEFINE
THE PROBLEM AND GETTING
OTHERS TO DO THE RIGHT
THING TO SOLVE THE PROBLEM.
@
  

  
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!A
PERSON¶S GENERAL
APPEARANCE, CARRIAGE,
DEPORTMENT AND
CONDUCT.
 
!

!THEASSURANCE THAT
YOU AND YOUR MEN WILL
BE SUCCESSFUL IN
WHATEVER YOU DO
 

 


!A
CONFIDENT
CALMNESS IN LOOKS
AND BEHAVIOR.
 |
! MENTALQUALITY THAT
RECOGNIZE FEAR OF
DANGER OR CRITICISM, BUT
ENABLES A MAN TO
PROCEED IN THE FACE OF IT
WITH CALMNESS &
FIRMNESS
  
!DEMONSTRATED BY
THINKING OF NEW AND
BETTER GOALS, IDEAS,
PROGRAMS AND
SOLUTION TO THE
PROBLEMS.
   

!THE
LEADER SHOULD BE
ABLE TO MAKE DECISIONS
PROMPTLY AND TO STATE
THEM IN A CLEAR,
FORCEFUL MANNER.
  

!THE
CERTAINTY OF
PROPER PERFORMANCE OF
DUTY.
  
 

!ISBEING SENSITIVE TO
THE FEELINGS, VALUES,
INTEREST AND WELL-
BEING OF OTHERS.




! THEMENTAL AND PHYSICAL

STAMINA MEASURED BY THE
ABILITY TO WITHSTAND
PAIN, FATIGUE, STRESS AND
HARDSHIP.

  

!THEDISPLAY OF SINCERE
INTEREST AND ZEAL IN
THE PERFORMANCE OF
DUTIES.
 ! "

! THE CAPABILITY TO MAKE

TIMELY AND APPROPRIATE
CHANGES IN THINKING,
PLANS AND METHODS WHEN
YOU SEE OR WHEN OTHERS
CONVINCE YOU THAT THERE
IS A BETTER WAY.
 
! ADMITTINGWEAKNESS OR
INPERFECTIONS IN YOUR
CHARACTER, KNOWLEDGE
AND SKILLS. IT IS
ACKNOWLEDGING MISTAKES
AND TAKING APPROPRIATE
ACTIONS TO CORRECT THOSE
MISTAKES.
 


!MAKING ACTIONIN THE

ABSENCE OF ORDERS.
 
 |

!THEUPRIGHTNESS AND
SOUNDNESS OF MORAL
PRINCIPLES, THE QUALITY
OF TRUTHFULNESS AND
HONESTY.
 | 

!THEABILITY TO
LOGICALLY WEIGH FACTS
AND POSSIBLE SOLUTION
ON WHICH TO BASE
SOUND DECISION
  
!TIMELY AND FAIR
DISPOSITION OF CASES.
 i  

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 À

 |
! THELEADER SHOULD
DEVELOP A PROGRAM OF
LEARNING TO KEEP TO KEEP
HIM ABREAST OF CURRENT
DEVELOPMENT IN HIS
SPECIALTY, COMMAND
POLICIES AND
DEVELOPMENT IN LOCAL
AND WORLD COMMUNITIES.
  
!THEQUALITY OF
FAITHFULNESS TO
COUNTRY, THE ARMY
SENIORS, SUBORDINATES
AND PEERS.
 
! REFERS TOTHE SENSE OF
RESPONSIBILITY A PERSON
HAS DEVELOPED. DOES NOT
MAKE IMPULSIVE DECISION
BASED IN CHILDLIKE
EMOTIONAL DESIRES OF
FEELINGS.
 ! 

!FORCING YOURSELFTO
DO YOUR DUTY WHAT
YOU OUGHT TO DO
REGARDLESS OF HOW
TIRED OR UNWILLING YOU
MAY BE.
 !#
!# 

! SHOWN BY READING,
STUDYING, SEEKING
CHALLENGING
ASSIGNMENTS AND
WORKING TO STRENGHTEN
BELIEFS, VALUES, ETHICS,
CHARACTER, KNOWLEDGE
AND SKILLS.

!
!SHOWN BY NOT TAKING
YOURSELF TOO
SERIOUSLY AND BY
CONTRIBUTING TO
LAUGHTER AND MORALE
OF PEOPLE AROUND YOU.
 
!THEABILITY TO DEAL
WITH OTHERS IN
RESPECTFUL MANNER.
 
!! 

!ALEADER WHO AVOIDS
PROVIDING FOR HIS OWN
COMFORT AND PERSONAL
ADVANCEMENT AT THE
EXPENSE OF OTHERS.


!THEPERSEVERANCE TO
ACCOMPLISH A GOAL,
REGARDLESS OF
SEEMINGLY
INSURMOUNTABLE
OBSTACLES.
    


!-FUNDAMENTAL
GUIDELINES FOR THE
SELECTION OF
APROPRIATE ACTIONS
AND ORDERS BY A
LEADER.
 À

  !

À !#
!# 


! TO KNOW YOURSELF, YOU

HAVE TO UNDERSTAND WHO
YOU ARE AND KNOW WHAT
IS YOUR PREFERENCES,
STRENGTHS AND
WEAKNESSES.
 À !#
!#
 

! SEEKING
SELF-
IMPROVEMENT MEANS
CONTINUALLY DEVELOPING
YOUR STRENGHTS AND
WORKING ON OVERCOMING
YOUR WEAKNESS.
   
 

 !

! YOUARE EXPECTED TO BE
TECHNICALLY AND
TACTICALLY PROFICIENT IN
YOUR JOB- THIS MEANS THAT
YOU CAN ACCOMPLISH ALL
TASK TO STANDARD THAT ARE
REQUIRED TO ACCOMPLISH THE
MISSION.
 À   

À  
 !


! LEADINGALWAYS INVOLVES
RESPONSIBILITY. YOU WANT
SUBORDINATES WHO CAN
HANDLE RESPONSIBILITY
AND HELP YOU PERFORM
YOUR MISSION.
 À   

À  
 !


!WHEN YOU SEE A
PROBLEM OR SOMETHING
THAT NEEDS TO BE FIXED
DO NOT WAIT FOR YOUR
LEADER TO TELL YOU TO
ACT.
 À   
À 
 
 ! 

! WHEN YOU MAKE MISTAKES
ACCEPT JUST CRITICISM AND
TAKE CORRECTIVE ACTION.
YOU MUST AVOID EVADING
RESPONSIBILITY BY PLACING
THE BLAME ON SOMEONE ELSE.
YOUR OBJECTIVE SHOULD BE
³TO BUILD TRUST BETWEEN
YOU AND YOUR
SUBORDINATES.´
À  

  
  

! YOUMUST BE ABLE TO RAPIDLY
ASSESS SITUATIONS AND MAKE
SOUND DECISIONS. IF YOU
DELAY OR TRY TO AVOID
MAKING DECISION, YOU MAY
CAUSE UNNECESSARY
CASUALTIES AND FAIL TO
ACCOMPLISH THE MISSION.
À  

  
  

! ANNOUNCE DECISIONS IN
TIME FOR YOUR SOLDIER TO
REACT.
! GOOD DECISION MADE AT
THE RIGHT TIME ARE BETTER
THAN THE BEST DECISIONS
MADE TO LATE.
   "
! YOURSOLDIER WANT AND NEED
YOU TO BE A ROLE MODEL. THIS IS A
HEAVY RESPONSIBILITY, BUT YOU
HAVE NO CHOICE. IF YOU EXPECT
COURAGE, COMPETENCE,
COMMITMENT AND INTEGRITY
FROM YOUR SOLDIER, YOU MUST
DEMONSTRATE THEM. BE WILLING
TO DO WHAT YOU REQUIRE OF
YOUR SOLDIER.
   "

! SHARE DANGERS AND HARDSHIP

WITH YOUR SOLDIER. YOUR
PERSONAL EXAMPLE AFFECTS YOUR
SOLDIER MORE THAN ANY AMOUNT
OF INSTRUCTIONS OR FORM OF
DISCIPLINE.
 À

   

À! 
#
# 
|

! YOUMUST KNOW HOW TO CARE

FOR YOUR SOLDIER. YOU MUST
LISTEN TO YOUR SOLDIER. WHEN
YOU SHOW GENUINE CONCERN FOR
YOUR TROOPS, THEY TRUST AND
RESPECT YOU AS A LEADER. IF
YOUR SOLDIER TRUST YOU, THEY
WILL WILLINGLY WORK TO HELP
YOU ACCOMPLISH THE MISSION.
 À   
 

! 

! KEEPING YOURSUBORDINATE
INFORMED HELP THEM MAKE
DECISIONS AND EXECUTE PLANS
WITHIN YOUR INTENT. THEY EXPECT
YOU TO KEEP THEM INFORMED AND
WHEN POSSIBLE EXPLAIN REASONS
FOR YOUR ORDERS.
   
!
 
 
 


! YOURSUBORDINATES WILL FEEL A
SENSE OF PRIDE AND
RESPONSIBILITY WHEN THEY
SUCCESSFULLY ACCOMPLISH THE
TASK YOU HAVE GIVEN TO THEM.
YOU ARE A TEACHER AND
RESPONSIBLE FOR DEVELOPING
YOUR SUBORDIANTES.
   
!
 
 
 


! GIVE THEMCHALLENGES AND
OPPURTUNITIES YOU FELL THEY
CAN HANDLE. GIVE THEM MORE
RESPONSIBILITY WHEN THEY SHOW
THEY ARE READY.

   À 

  $   

  
! YOURSOLDIER MUST UNDERSTAND
WHAT YOU EXPECT FROM THEM.
THEY NEED TO KNOW WHAT YOU
WANT DONE, WHAT STANDARD IS.
SUPERVISING LETS YOU KNOW IF
YOUR SOLDIERS UNDERSTAND
YOUR ORDERS. ACCEPT
PERFORMANCE THAT MEETS YOUR
STANDARDS.

   À 

  $   

  
! GIVE REWARDSFOR THE
PERFORMANCE THAT EXCEED YOUR
STANDARDS. CORRECT
PERFORMANCE THAT DOES NOT
MEET YOUR STANDARDS.
DETERMINE THE CAUSE OF THE
POOR PERFORMANCE AND TAKE
APPROPRIATE ACTION.
   

! WARFIGHTING IS A TEAM ACTIVITY.

YOU MUST DEVELOP A TEAM SPIRIT
AMONG YOUR SOLDIER THAT
MOTIVATES THEM TO GO
WILLINGLY AND CONFIDENTLY.
YOU MUST TRAINED YOUR SOLDIER.
YOUR UNIT BECOMES A TEAM ONLY
WHEN YOUR SOLDIER RESPECT AND
TRUST EACH OTHER.
   



 
 


! YOURUNIT HAS CAPABILITIES AND

LIMITATIONS. YOU ARE
RESPONSIBLE TO RECOGNIZED BOTH
OF THESE FACTORS.
 [      [

! LEADERSHIP STYLES IS THE

PERSONAL MANNER AND APPROACH
OF LEADING. IT IS THE WAY
LEADERS INTERACT WITH THEIR
SUBORDINATES.
  %&'    !
    

M. Authoritarian or Autocratic
2. Participative or Democratic
3. Delegative or Free Reign
  
|  

! A LEADER IS
USING THE DIRECTING
LEADERSHIP WHEN HE TELLS HIS
SUBORDIANTES WHAT HE WANTS
DONE, HOW HE WANTS IT DONE,
WHERE HE WANTS IT DONE.
 
|  

! A LEADER USINGPARTICIPATING
STYLES WHEN HE INVOLVES
SUBORDINATES IN DETERMINING
WHAT TO DO AND HOW TO DO IT. HE
SIMPLY GETS ADVICE FROM
SUBORDINATES BUT HE STILL
MAKES THE DECISION.
   |
|  

! A LEADER IS
USING THE
DELAGATING STYLES WHEN HE
DELEGATES PROBLEM SOLVING AND
DECISIONS TO A SUBORDINATES OR
TO GROUP OF SUBORDINATES.
!()*+, *)-,( 
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³A good leader uses all three
styles, depending on what forces
are involved between the
followers, the leader, and the
situation.´
 w(.(*À-(
++)/
! Trust and confidence in top leadership
was the single most reliable predictor
of subordinate¶s satisfaction in an
organization.
! Effective communication by leadership
in three u

u  was the key to
winning organizational trust and
confidence.
 &),
! Understand Unit¶s Mission and
Strategy
! Understand Each Other¶s
Contribution and Share in
Accomplishing Such Mission
! Sharing Information and Ideas
Relative to Strategy on Mission
Accomplishment
 3
   
There are four major factors in leadership:
 &)
-(*(0(,
)(.
! Personality traits that may lead people naturally
into leadership roles. (Traits Theory)
! A crisis or important event may cause a person to
rise to the occasion, which brings out
extraordinary leadership qualities in an ordinary
person. (Event Theory)
! People can choose to become leaders. People can
learn leadership skills. (Transformation Theory)
   !
À
! !0 a professional. Examples: Be
loyal to the organization, perform
selfless service, take personal
responsibility.
! !0 a professional who possess
good character traits. Examples:
Honesty, competence, candor,
commitment, integrity, courage,
straightforwardness, imagination.
! À1% the four factors of leadership - follower,
leader, communication, situation.
! À1% yourself. Examples: strengths and
weakness of your character, knowledge, and skills.
! À1% human nature. Examples: Human needs,
emotions, and how people respond to stress.
! À1% your job. Examples: be proficient and be
able to train others in their tasks.
! À1% your organization. Examples: where to go
for help, its climate and culture, who the unofficial
leaders are.
! à1 provide direction. Examples:
goal setting, problem solving,
decision making, planning.
! à1 implement. Examples:
communicating, coordinating,
supervising, evaluating.
! à1 motivate. Examples: develop
moral and esprit in the organization,
train, coach, counsel.
³ The Ultimate role of leaders is to lead
troops in battle. Leaders like great
artist, may be born and not made; but
even the born artist requires years of
hard study and practice before he
master his art.´

!
  
*$|.*.-
HAVE A NICE DAY!