Leadership Development Plan TSgt Danny R. Taylor Southwestern College LEAD 520 15 June 2011

Overview 1 - My Leadership Style 2 - Organizational Structure and Chain of Command 3 - Performance Evaluation Measurement and Feedback Process 4 - Team/Group/Individual Performance Development 5 - Group/Team Decision Making Process and Responsibility 6 - Internal and External Communication Processes 7 - Conflict Resolution Process 8 - Change Management Process 9 - Final Thoughts 10 - Summary

My Leadership Style Styles of Abraham Lincoln Persuade Rather Than Coerce Lincoln believed if you first convinced someone you are their friend, you could then easily win them to your cause (Phillips, 1992). Manage by Walking Around Lincoln was once quoted, as he was relieving Gen. John C. Fremont, saying “his (Gen. Fremont) cardinal mistake is that he isolates himself & allows nobody to see him; and by which he does not know what is going on in the very matter he is dealing with” (Phillips, 1992, p. 13). I would not want this to be said about me. I want to be seen as active in the mission of my organization.

My Leadership Style Styles of Dr. Paul Hersey Variable Leadership Styles Dr. Hersey’s leadership philosophy changes to fit the specific needs of the follower (Hersey, 1984). By changing the leadership style to adapt to the follower, a leader can fit specific abilities to a specific follower. Delegation If a follower is strong in confidence and knows their job well, a leader can delegate tasks to the follower with confidence the job would be performed correctly (Hersey, 1984). Participation If a follower is not so confident in ideas and theory, then a leader can solicit the participation of the follower to increase their ability (Hersey, 1984).

My Leadership Styles Styles of Dr. Paul Hersey (cont) Variable Leadership Styles Selling If a follower performs well on the job, but may be resistant to change the leader can sell the new ideas with clarification through explanation (Hersey, 1984). Telling If a follower is not performing and does not have a wealth of job knowledge, the leader need to tell the follower what has to be done (Hersey, 1984). I can appreciate the simplicity in accessing a follower from displayed traits and behavior and then applying a leadership style accordingly.

Organizational Structure and Chain of Command Squadron Commander (CC) Chief Enlisted Manager (CEM) Flight Commander (TTM/CC) Superintendent (TTM/SUP) Section Chief (TTM/WFSM) TSgt Danny R. Taylor (TTM/Instructor) Commander (CC) Technical Training Mechanical (TTM) Water and Fuels System Maintenance (WFSM)

Performance Evaluation Measurement and Feedback Process Feedback Process (filed on Air Force Form 931) Feedback is given twice before a Performance Report is flied Initial feedback is provided to subordinate within 60 days of supervisor being appointed Midterm feedback is given half way between the date initial feedback is given and closeout of Annual Performance Report Effective, Measurable, Attainable standards should be set during initial feedback which are in accordance with appropriate Air Force Instructions and supervisors expectations for the subordinate

Performance Evaluation Measurement and Feedback Process Enlisted Performance Report Process (filled on Air Force Form 911) Enlisted Performance Reports (EPR) are completed annually and will encompass the typical behavior and performance of the subordinate in relation to set standards and rated against his or her peers EPR is filled in subordinates professional record and rating effects the subordinates chances for promotion testing; ratings are from 1 to 5, with 5 being the highest a subordinate can receive

Team/Group/Individual Performance Development Team and group development will be addressed through classes available through agencies designed to facilitate team and group development; also, quarterly there will be an office group development initiative in which all staff will work together to accomplish a set task Individual development will be addressed in two ways: Personally Individuals can progress personally by participating in a wide variety of educational opportunities offered by the education office or by finding volunteer opportunities offered all over the local community Professionally Individuals will be allowed professional progression through Professional Military Education opportunities presented when the individual is eligible; professional progression will also be provided by career field specific training opportunities to broaden the career field knowledge of the workforce

Group/Team Decision Making Process and Responsibility Group/Team Development Following the five stages of group/team development will ensure the group/team can make effective decisions and responsibly tackle any task placed in from of them Stage One: Forming, the team is coming together for the first time, usually occurs during the initial meeting. Members are usually quiet and trying to get a feel for the group Stage Two: Storming, individuals begin to open up and personalities clash and cause argument, differences of opinion cause the formation of cliques in the group Stage Three: Norming, the group has begun to reach steady-state, are sticking to accepted norms and beginning to break the project into workable sections Stage Four: Performing, here the team has reached the pinnacle of production and should be set to complete the project on time Stage Five: Adjourning, the team project is complete and everyone is set disband, possibly feelings of sadness with project being over and individuals have made new alliances throughout the project

Group/Team Decision Making Process and Responsibility Group/Team Development (cont) If the five stages are allowed to be entered and progressed through without interruption, the group will be a cohesive unit capable of making mission related decisions with ease. New members may be added to the team at any time, but anytime this occurs the team must go back to the forming stage and properly induct the new member/s

Internal and External Communication Processes Internal Communication Occurs in Three Directions Upward There will always be information which requires passing to those up the chain of command; It must be forwarded in a timely manner with the correct level of respect accompanying the correspondence Laterally Information will pass between coworkers which is necessary for the mission to continue; passing information fluidly between coworkers builds trust and teamwork in the organization Downward Information will pass from the upper echelon to the team members. Whether plans for change and expansion or congratulations for a job well done, the leaders communication will provide either guidance or praise

Internal and External Communication Processes Communications outside the organization occur with: Local Vendors Communication with parts and materials suppliers must be accurate to ensure the right supplies are procured at the right time Support Agencies Lines of communication with support agencies must stay active in order to provide members with up-to-date information regarding pay, allowances, changes of policy and other personal and professional potentially career impacting information Sister Services Open communication with sister services allows for shared training opportunities and transfer of information; both of which allow us to stay the most effective Air Force in the world by developing strategic war fighting capabilities

Conflict Resolution Process Conflict Resolution Through Understanding Conflicts in the workplace will be addressed by using proven conflict resolution steps which require the disputing workers to understand not only each other but also themselves Each person should know things about their coworkers Getting to know coworkers will allow for differences in personalities and opinion to be known Knowing how someone is may shed light on why they are acting a certain way and alleviate conflict over the situation Each person should know themselves; what sets them off or gets them excited, what type of personality do they have By each person knowing these things, they can avoid the situations they know will cause them conflict or provide the skills necessary to handle the situations which cannot be avoided Having knowledge of self and others will bring understanding which can eliminate conflict and make the work center a more cohesive place Understanding can also let us see someone else’s side of a situation

Change Management Process Change by Involvement Change is handled through a systematic change process Step One: Unfreeze In this step, changes are explained; their need, what good they will bring, how it will impact, who will be involved and what individual responsibility will be of each member during the change Step Two: Change In this step the change is put into action Step Three: Refreeze In this step the change is locked in by changing any documentation of old processes to new processes as not to revert to the old way of doing business

Final Thoughts This presentation was modeled after my current position as a Technical Sergeant in the United States Air Force. I did not choose the specific leadership styles because they are always something I see put into practice, rather they are tools I have placed in my ever growing proverbial tool box. Having such a variety to chose from allows me versatility in my work center. The practices mentioned throughout the remainder of this presentation are Air Force taught principles that have been adapted from the business world to be applied in military work centers as well as on the war front. I have had the opportunity to see theses processes applied in a practical setting and, when uses correctly, their outcome is always mission success and a stronger team.

Summary 1 - My Leadership Style 2 - Organizational Structure and Chain of Command 3 - Performance Evaluation Measurement and Feedback Process 4 - Team/Group/Individual Performance Development 5 - Group/Team Decision Making Process and Responsibility 6 - Internal and External Communication Processes 7 - Conflict Resolution Process 8 - Change Management Process 9 - Final Thoughts 10 - Summary

References Hersey, P. (1984). The situational leader. New York, NY: Warner books. Phillips, D. T. (1992). Lincoln on leadership. New York, NY: Warner books.