Naval Science 402Naval Science 402Leadership and EthicsLeadership and Ethics

Lesson 4Lesson 4

Principles of Military LeadershipPrinciples of Military Leadership

ObjectivesObjectives

Know various qualities of leadership.Know various qualities of leadership. Know and analyze the qualities and traits Know and analyze the qualities and traits

that he/she possesses and areas which can that he/she possesses and areas which can be improved.be improved.

Know how leadership characteristics are Know how leadership characteristics are exhibited by successful leaders, and why exhibited by successful leaders, and why they are important.they are important.

Understand the Stockdale ModelUnderstand the Stockdale Model

Article DiscussionArticle Discussion

Stockdale - “A Vietnam Experience”Stockdale - “A Vietnam Experience”

Stockdale Leadership ModelStockdale Leadership Model

MoralistMoralist JuristJurist TeacherTeacher StewardSteward PhilosopherPhilosopher

MoralistMoralist

Truth and fairnessTruth and fairness RespectRespect Keeping commitmentsKeeping commitments A disciplined lifestyle A disciplined lifestyle A priority of loyalties: As a member of the A priority of loyalties: As a member of the

military, the mission, the command, his/her military, the mission, the command, his/her comrade and to one's selfcomrade and to one's self

JuristJurist

Accountability: Answers for the actions of Accountability: Answers for the actions of himself and his followershimself and his followers

Conducts self-assessments of personal Conducts self-assessments of personal actions and learns from his experiences and actions and learns from his experiences and his mistakeshis mistakes

Adapts willingly to the situation at hand Adapts willingly to the situation at hand Delineates clear goals and objectives to Delineates clear goals and objectives to

followersfollowers

Jurist (continued)Jurist (continued)

Motivates followers to excel beyond the Motivates followers to excel beyond the minimum standard of acceptable minimum standard of acceptable performanceperformance

Allows followers to make mistakes and Allows followers to make mistakes and ensures they learn from their mistakesensures they learn from their mistakes

Makes the best decision possible based on Makes the best decision possible based on available informationavailable information

Acts upon one's convictionsActs upon one's convictions

TeacherTeacher

Provides the vision for the unitProvides the vision for the unit Creates self-confidence in Creates self-confidence in

followers by promoting personal followers by promoting personal responsibility and accountabilityresponsibility and accountability

Creates a unit climate which Creates a unit climate which promotes cohesion and "esprit promotes cohesion and "esprit de corps”de corps”

Enhances unit effectiveness Enhances unit effectiveness through direction, motivation and through direction, motivation and educationeducation

StewardSteward

Views himself as servant to the nation, unit, Views himself as servant to the nation, unit, comrade, follower and one's selfcomrade, follower and one's self

Considers follower's lives as a sacred trust Considers follower's lives as a sacred trust for whose care he is answerable forfor whose care he is answerable for

Protects follower's fundamental dignity Protects follower's fundamental dignity through respectthrough respect

Willingly endures hardships with his Willingly endures hardships with his followersfollowers

Steward (Continued)Steward (Continued) Ensures professional Ensures professional

growth in his followersgrowth in his followers Knows the strengths and Knows the strengths and

weaknesses of his weaknesses of his followersfollowers

Unites followers through Unites followers through a shared vision and a shared vision and common valuescommon values

PhilosopherPhilosopher“When Virtue Is Not Rewarded and Evil Is Not “When Virtue Is Not Rewarded and Evil Is Not

Punished”Punished” Takes action through a sense of obligation Takes action through a sense of obligation

rather than personal ambition or extrinsic rather than personal ambition or extrinsic rewardsrewards

Chooses the right course of action rather Chooses the right course of action rather than the easy way outthan the easy way out

Deals with uncertainty and adapts to the Deals with uncertainty and adapts to the situationsituation

““Voices” Leadership TraitsVoices” Leadership Traits

Self-disciplineSelf-discipline JudgementJudgement ImaginationImagination Analytic AbilityAnalytic Ability Impeccable Personal Impeccable Personal

BehaviorBehavior Military Bearing & Military Bearing &

ForcefulnessForcefulness

Speaking AbilitySpeaking Ability Writing AbilityWriting Ability Self-improvementSelf-improvement Correcting Perceived Correcting Perceived

WrongsWrongs StaminaStamina Selfless ServiceSelfless Service Work EthicWork Ethic

USMC: GEN Krulak’s 14 Basic Traits of USMC: GEN Krulak’s 14 Basic Traits of Effective LeadershipEffective Leadership

BearingBearing CourageCourage DecisivenessDecisiveness DependabilityDependability EnduranceEndurance EnthusiasmEnthusiasm InitiativeInitiative

IntegrityIntegrity Sound JudgementSound Judgement Sense of JusticeSense of Justice KnowledgeKnowledge LoyaltyLoyalty TactTact UnselfishUnselfish

USMC Leadership PrinciplesUSMC Leadership Principles

Be Technically and Tactically Be Technically and Tactically ProficientProficient

Know Yourself and Seek Self Know Yourself and Seek Self ImprovementImprovement

Know Your People and Look Know Your People and Look Out for Their WelfareOut for Their Welfare

Keep Your People InformedKeep Your People Informed Set the ExampleSet the Example Ensure That the Task Is Ensure That the Task Is

Understood, Supervised, and Understood, Supervised, and AccomplishedAccomplished

Train Your People As a TeamTrain Your People As a Team Make Sound and Timely Make Sound and Timely

DecisionsDecisions Develop a Sense of Develop a Sense of

Responsibility Among Your Responsibility Among Your SubordinatesSubordinates

Employ Your Unit in Employ Your Unit in Accordance With Its Accordance With Its CapabilitiesCapabilities

Seek Responsibility and Take Seek Responsibility and Take Responsibility for Your ActionsResponsibility for Your Actions

Case StudyCase Study

Submarine InventorySubmarine Inventory

Next Class: Next Class: Followership, Loyalty, and Senior-Followership, Loyalty, and Senior-

Subordinate RelationshipSubordinate Relationship

Naval Leadership: Voices of ExperienceNaval Leadership: Voices of Experience -section 6 (pp 44-54)-section 6 (pp 44-54) -section 16 (pp 123-131)-section 16 (pp 123-131) -section 17 from “Making Unpopular -section 17 from “Making Unpopular

Orders Palatable” to the end of the section Orders Palatable” to the end of the section (pp 137-143)(pp 137-143)

-section 19 (pp 148-153)-section 19 (pp 148-153)

Questions ???Questions ???