What were the 918th external and internal problems before General Savage? There is a desperate

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Frank, Savage is given command of the 918th with the intent to restore pride in the men’s accomplishments and to give them a sense of purpose. He wanted the group attitudes to change so, “the last thing a man will want is to be left on the ground.” Savage’s initial response to his new assignment is to become very strict with his new men, he understands the brokenness of the group and wants to restore military code back into the group. Discipline was Savage’s number one goal,quite the opposite from his predecessor Davenport’s take on things.

This concise paper addresses a lifetime of learning on part of the author and the gracious graduated squadron commander interviewee who leant his time and wisdom. In the next few paragraphs the three key elements that will be addressed include: the author’s leadership philosophy, elicited in the hot seat from the Group Commander, a summary of the author’s commander interview, and an analysis of the interview through the lens of the author’s own philosophy.

A1. Leadership Style Upon conducting research, it is clear that the definition of “leadership” is not agreed upon. It is fluid, based upon many perceptions, situations, and surroundings. According to Robinson (2010), adopting a specific style of leadership is rather futile as it is, “contingent on the personal traits of the leader, the people being led, and the nature of the activity.” Tools are available to help guide potential leaders in determining a preferred style of leadership. For example, utilizing the “Leadership Self-Assessment

The movie 12 O’clock High was filmed and produced in 1949 directly after World War Two. This was a critical moment in American history simply because this was the first time that America was the greatest power globally. Due to this rise in international responsibility from power, patriotism soared in the United States. Culturally films like 12 O’clock High were produced highlighting important roles that were played in the defeat of the Axis powers during World War Two. On a more extensive note, the film displays what leadership influence tactics can be used to drastically turn a unit around during a time of war. This unit, part of the American Army Air Force, is known as the 918th Bomber Group located in England, during the year of 1942. At the beginning of the film, Col. Davenport was the Air Commanding Officer with Lt. Col. Gately as the Air Executive Officer. However, General Savage had to step in and relieve Col. Davenport of command after several major battle losses cause morale to fall to an all-time low. Additionally, Lt. Col. Gately is also relieved of command as Air Executive Officer and placed as an aircraft commander due to his inability to fly missions and be a part of the “team effort”. This is the major turning point in the movie as from this point forward the 918th Bomber Group eventually becomes a brutal fighting force with the help Major Stovall who is the administrator for the Air Commanding Officer. This paper will discuss the interactional framework:

The 918th Bomber group is radically transformed from being a "hard luck" group under Colonel Davenport to a successful group with pride and self confidence under Brigadier. Savage. The reasons for the dramatic turn around lie clearly in the differences in the leader ship style between the two men.

The timeliness and accuracy of decision making comes over time. Seasoned leaders respond to issues with a calculated cool because of years of experience. A key to military officer development are its structured leadership opportunities. General Savage spent many hours in the copilot seat before he sat in the pilot seat. A key to his decision making process is the introspection he developed from watching and being mentored by officers senior to him.

The essay classifies leadership into four key approaches: (1) trait approach, (2) behaviour approach, (3) the

Other forms of leadership styles that are known to exist derive from the Leadership Style Inventory (LSI) developed by Rowe, Reardon, and Bennis (1995). The inventory identifies four basic styles; commanding, logical, inspirational and supportive. The differences in style used by leaders are based on the following two questions: How adaptive are leaders when dealing with the issues they face? How do leaders communicate with, persuade, and energize employees in the process of change?

Each of these leadership styles has its own benefits (advantages) & disadvantages and they are as follows:

Effective leadership is a key enabler as it provides the vision and the rationale for change. Different styles of leadership have been identified, for example coercive, directive, consultative and collaborative. These different styles may each be appropriate depending on the type and scale of change being undertaken. For example, when there is a large-scale organisation-wide change a directive style has been identified as most effective.

Compare and contrast at least three major theories of leadership, fully describing the major elements of each. Your response should include your analysis of the strengths and weaknesses of each model, including how they might apply in actual situations.

What are the key strengths and weaknesses of the supportive, directive, and participative styles of leadership? Substantiate your response.

Question 1: Describe the two different leadership styles used by Josh Martin and Tom Saunders. Do the two different styles tell you anything about leadership traits? Do you think there is any resolution to the organisational problems resulting from the conflicting leadership styles?

• Which of the above leadership styles do you think your immediate manager adhere to? Support your assumption.