Follower Readiness as It Relates to Situational Leadership Model

Know, support and use the chain of command. I encourage you to identify and discuss issues you may not agree with, but once the final decision is made, that is the end of it so make adjustments and continue-the-mission.

That team will enable greater mission effectiveness. Marcia Ledlow describes this as she talks about Lt Col Chamberlain’s experience in the Civil War. Communicating vision and knowing and taking care of followers is critical to providing direction and providing base levels of support which enables high levels of mission accomplishment. Ledlow continues by describing how Maslow states this in his “Hierarchy of Needs.” If a commander can create the conditions that meet base needs for the team, that team can focus on self-actualization and higher-level mission accomplishment. I knew that if we could take care of a MSgt with a proven track record, other personnel would know we’d take care of them if they also had a proven track record. My commander used similar techniques as Chamberlain to demonstrate he considers his personnel valuable while providing the direction they required. Chamberlain learned much through reading and research, as did my commander, but other experienced leaders are also excellent resources. Lt Col Anthony Rock stated how he contacted fellow squadron commanders for advice after dealing with a death in his own unit. This advice is invaluable because it offers to provide lessons-learned rather than keeping them lessons-observed. My

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

The Marine Corps. Demand alertness at all times. Building the Marine’s confidence and teaching them the attitudes of group loyalty and

other and to lead and guide their behavior in the direction desired by the person,

Through my military career I have been told the importance of mission readiness and how much of an impact it can have on the unit if one soldier is not up to standard. The other solders must not only continue working on the load they have but also pic up my slack. Not being fully mission capable waste time and energy of my peers, my NCOs and the officers in my unit. I must do better as a soldier I am A specialist looking to go to the promotion board in January but I made a private mistake. Mission readiness comes down to discipline and prioritizing which I will explain in this essay. Discipline and standards define what it means to be an Army professional.

11. prior to deployment, one of the responsibilities of the unit leaders to assist the fst is to reinforce command emphasis regarding which of the following requirements?

Just as it’s important to learn how to lead others, it’s also incredibly important that players learn how to be lead by others. Being a follower gave me a chance to experience outside of my box. When I initiated my soccer career, my life as a follower had begun.

2. Over the last several years, we have seen a move in the Coast Guard’s Senior Enlisted Leadership Roles from that of a technical expert to a leader who monitors, manages, and evaluates the readiness of their members to include training to meet Core Competencies. They ensure that their unit maintains 100% mobilization readiness at all times. This is evidenced by the implementation of the Senior Enlisted Reserve Advisor (SERA) billets. According to

However, US advisors should be assessing the individual potential and performance of our partners. To increase this capability, US forces must stress strong continuity of support for those partners identified as having exceptional potential given the short term of deployments. Internally, USARCENT must stress emotional intelligence, patience, and language skills in its own talent management strategies as well. Fighting BWT requires Army leaders who are masters of exercising expertise and informal authority instead of formal authority. While BWT requires fewer personnel to execute the mission, it requires them much more skilled and

Situational leadership has very little in common with the other models mentioned herein. This model revolves around the leader changing leadership behaviors to meet the needs in relationship to the follower (Kouzes, 2003, p. 111). The difference between situational leadership and charismatic, servant, and transformational leadership is the lack of an organizational vision and the empowerment of the followers. Situational leadership uses followers based on their readiness level that relate to their ability and willingness to complete the task (Wren, 1995, p. 208). This aspect coupled with the leader’s task and relationship behavior is used in relation to the

The final attribute of mission command for consideration is understanding. Understanding prepares leaders at all echelons with the vision and far-sightedness that is essential to make operative choices, manage risks, and consider second and third order effects (Mission Command White Paper, 3 April 2012, 5). Leaders who possess understanding have the mental capacity to grasp and appreciate any state of affairs which facilitates their capacity to make autonomous decisions. Conversely, leaders who lack understanding put their troops or others at risk.

Situational Leadership is also called as Hersey-Blanchard Situational Leadership Theory. Paul Hersey the author of "Situational Leader" and Ken Blanchard the author of " The One Minute Manager" are the one who introduced this theory (Hersey-Blanchard Situational Leadership Theory, 2010-2015). The principle behind this theory is that every theory is not perfect in itself and the effectiveness of the theory is determined by the situation (Kreitner, 2013, p. 472). One of the important lesson that I have learned till this day is no one can be prepared for the upcoming problems. Problems may have same nature but may be different in the way it has to be solved. For instance: A Leader may motivate an employee by increasing salary but the same tactics may not work for another employee. Another employee may be seeking challenging job which may influence him/her to

The situational leadership model was developed by two authors, Ken Blanchard, and Paul Hersey in the year 1969. These authors based this model on the concept that leadership should adapt to different management practices and approaches to fit different situations and surpass any diversity of their encounters (Lussier & Achua, 2010). In particular, this model provides guidance on how to analyze a situation, choose effaceable strategies and adopt the most appropriate leadership style. Apparently, the two developers of the model researched and found that, given some case, leadership may fail to accomplish some goals due to adopting single

It has been a main factor in development and training programs (Hersey et al., 2001). Situational leadership theory is based on how people respond to working and being led in groups.