Developing Leaders

1. Define values, at- titudes, and be- haviors. 2. Identify how val- ues, attitudes, and behaviors are formed. 3. Describe the rela- tionship between values, attitudes, and behaviors. 4. Recognize the role of the leader in balancing or- ganizational and individual val- ues. 5. Identify how con- flict between in- dividual and or- ganizational val- ues can occur. 6. Distinguish how to resolve value conflicts. Values, the center of a person's character, are ideas about the worth or importance of people, concepts, or things. Attitudes are feelings / opinions toward something or someone generally expressed in terms of likes and dis- likes. A person's behavior is the outward manifestation of either attitudes or values. It is the way they act, dress, and speak. Values are obtained through the influence of our parents, teachers, and peers with earlier experiences having more of an effect than later experiences. Marines whose values and attitudes are parallel to Marine Corps values and attitudes, or who are self-disciplined, are generally the strength of the unit. The influence of values on human behavior is so great that people will fight, and sometimes die, for their values. By understanding personal values, leaders are more able to analyze, predict, and influence the behavior of Marines. Identifying with peers vice unit Impact on unit success Insufficient challenges Ineffective mentors Lack of Marine Corps standards Insufficient discipline The best and most important way to resolve conflicting values is through leadership by example. Peer pressure 7. Types of Values Political values - set of attitudes with regard to the purpose and scope of government. 8. Explain the im- portance of our core values. 9. Identify the rela- tionship between core values and readiness. 10. Define the Marine Corps core val- ues. 11. Identify the Ma- rine Corps phi- losophy of lead- ership. Social values - learned and involve one's relationship to society and to other people. Personal values - traits that are representative of a per- son's moral character. Economic value - worth of a good or service determined by preferences and the tradeoffs a person chooses, given their resources. Religious - personal or institutionalized system of attitudes toward ethical practices based on observances of a par- ticular faith. Core values bond all Marines cohesively into one team that is ready to meet any challenge. Core values: • Provide a common set of values for acceptable behavior as a Marine. • Provide a foundation for teams to function more effective- ly. • Provide a foundation of trust and confidence in leaders and teams who uphold core values. Marine Corps core values increase our readiness by pro- viding a foundation for teams to function more effectively Honor - the quality that guides Marines, uncompromising code of integrity personal qualities of maturity, dedication, trust, and dependability Courage - The inner strength that enables Marines to do what is right in every situation, Mentally, Morally, and Physically. Commitment - promise or pledge to complete a worthy goal by worthy means requiring identification with and actions toward the support of that goal. recognizing, and utilizing to the fullest extent, our most important asset: the individual Marine. 12. Recognize de- sired leadership qualities estab- lished by the Ma- rine Corps phi- losophy of lead- ership. 13. Identify the ob- jective of Ma- rine Corps lead- ership. 14. Identify the four most common styles of leader- ship. 15. Identify the com- mon thread among great leaders. 16. Define and rec- ognize the impor- tance of the Ma- rine Corps lead- ership traits. 17. Distinguish the relationship be- tween leadership traits and princi- ples. Technical proficiency Moral responsibility Inspirational example The objective of Marine Corps leadership is to develop the leadership qualities of Marines, enabling them to assume progressively greater responsibilities in the Marine Corps and in society. Telling - For when there is a lack of trust in the subordinate or when there just isnt time to delegate Selling - Inviting questions and comments on a plan. In- forming why decisions are what they are Participating - Presenting a problem, gets suggestions, and makes a decision Delegating - Defining limits, and allowing subordinates to make decisions within reason the ability to read how people will react to a given order or action, and use the approach that will effectively commu- nicate the leader's orders to subordinates. These traits bear directly on the quality of our leadership. 18. 18. Identify the lead- ership principles. 19. Recognize ways to develop the Marine Corps leadership prin- ciples into your style of leader- ship. 20. 11 Leadership Principles 21. Define terms as- sociated with Justice Judgment Decisiveness Integrity Dependability Tact Initiative Endurance Bearing Unselfishness Courage Knowledge Loyalty Enthusiasm • Know yourself and seek self-improvement. • Be technically and tactically proficient. • Develop a sense of responsibility among your subordi- nates. • Make sound and timely decisions. • Set the example. • Know your Marines and look out for their welfare. • Keep your Marines informed. • Seek and take responsibility for your actions. • Ensure assigned tasks are understood, supervised, and accomplished. • Train your Marines as a team. • Employ your command in accordance with its capabilities. Ethics: A set of standards or a value system by which free, human actions are ultimately determined as right or ethical leader- ship. 22. Recognize the relationship be- tween ethics and military service. 23. Distinguish be- tween law and ethics. 24. Identify Marine Corps ethics. 25. Recognize ethi- cal dilemmas and how they affect others. wrong, good or evil Code of Ethics: The rules of conduct generally recognized within a particular class of human actions such as medical, legal, or military Professional Ethics: Refers to additional ideals and prac- tices that grow out of one's professional privileges and responsibilities Honor - The bedrock of our character. Exemplify highest standards. Honesty - Telling the truth in words / actions Integrity -Soundness of moral principles / honesty Morals - concerned with the principles of right and wrong Laws are social norms that attempt to define ethical be- havior our professional ethics are based on our oath, the UCMJ, Law of Land Warfare, and the Code of Conduct. obedience, loyalty, discipline, and selflessness. 26. A Marine's Ethics Marine's word is their bond. Marine leaders do not eat before subordinates. Marines take care of their own. Marines maintain grooming standards even while on leave. Marines refrain from public displays of affection (PDA) while in uniform. Marines do not let a fellow Marine down. Marines never leave a Marine behind on the battlefield. 27. Small Unit Guide- lines • Inform subordinates of expected standards. • Reinforce institutional standards through organizational standards. 28. Recognize the stages of group development. 29. Identify the char- acteristics of a high perfor- mance team. • Enforce both institutional and organizational standards. • Issue clear orders. • Reward ethical behavior and punish the unethical. • Use the chain of command. Forming - Orientation accomplished primarilly through testing Storming - Characterized by conflict and polarization around interpersonal issue with emotional responses Norming - Intergroup feeling and cohesiveness begin to develop Performing - interpersonal structure becomes the tool of task activities Adjourning - break-up of the group (purpose has been fulfilled) Interdependent High Morale Pride in team identity and organization Intensely loyal to the team, the organization, and the insti- tution Individually creative High task-oriented and result driven People oriented Criticism is constructive Mutual trust Cohesion 30. Define cohesion. intense bonding of Marines, strengthened over time, re- sulting in absolute trust. 31. Explain the five dimensions of cohesion. Morale is the confident, resolute, willing, often self-sacri- ficing, and courageous attitude of an individual to do the tasks expected of them by the organization. Marines' confidence in their unit's combat capability is gained through unit training. Confidence in unit leaders' abilities is earned as Marines spend time in the company of their seniors and learn to trust them. Horizontal cohesion is also known as peer bonding. 32. Distinguish the indicators of es- prit de corps in a unit. 33. Determine the role of the small unit leader in team building and unit cohe- sion. This Vertical cohesion involves the vertical relationship between subordinates and senior. • Enthusiasm and pride in the unit • A good reputation among other units • A strong competitive spirit • Willing participation by members in unit activities • Pride in the history and traditions of the unit • Personal appearance and conduct • Observation of standard military courtesies • Care of equipment and weapons • Motivation toward mission accomplishment Train Subordinates Be accountable for subordinates' actions Enforce standards Ensure supervision Assist in personal/professional development of marines Provide the communication link between marine and or- ganization