LEADERSHIP

Leadership is the ability to influence, lead, or guide others so as to accomplish a mission in the manner desired by providing purpose, direction, and motivation.  Purpose gives others a reason for why they should do something.  Direction gives others the “knowledge” to complete the task.  Motivation gives others the will to do what they are capable of doing.

There are four basic components of becoming a successful leader: Leadership Styles; Factors of Leadership; Leadership Traits; and Leadership Principles.  However, leadership in the Marine Corps starts with the understanding of the Primary and Secondary Objectives of Leadership.  

PRIMARY AND SECONDARY OBJECTIVES OF LEADERSHIP

1. The primary objective of leadership is mission accomplishment.

2. The secondary objective of leadership is troop welfare.

When given a task to accomplish, a leader must always keep focus on the mission while at the same time take into consideration the welfare of their troops.  In the MCJROTC program, these same objectives apply.  You are expected to accomplish the assigned missions and to take care of the cadets under your leadership.

LEADERSHIP STYLES

There are three Leadership Styles and all three styles are effective if used properly.  Use all three styles and don’t stick with one particular style.  It all depends on the situation on which style you use:

Authoritarian:

-       Everything about the mission is dictated. (who, what, when, where, & how)

-       Use when there is not enough time to gather information and you are not familiar with your subordinates.

Participative:

   -  Use when there is time to gather information and seek advice from your subordinates.  Even though you have received information from your subordinates you will make the final decision. 

Delegative:

-       Assign part or all of a mission to the next senior cadet.

-       Check with them to make sure the mission is being accomplished.

 Regardless of the style used, responsibility & accountability rests with you—the leader!

FACTORS OF LEADERSHIP

Leader:  One who provides leadership

-       A leader must know their subordinates abilities.

-       The most important thing a leader has to consider is to accomplish the mission.

Situation: Circumstances

-       A leader must always analyze all aspects of the situation (task, mission, etc.) before they can decide which is the best course of action to take.

Communication:  The exchange of information

-       Communication helps you learn about your followers.

-       Make all orders “clear & concise”. (Understandable & short)

Follower:  Subordinate

-       A leader must first be a good follower. 

-       A good follower will respect authority.

-       A good follower will carry out tasks with enthusiasm and to the best of one’s ability.

Authority – The legitimate power of a leader to direct individuals to take action within the scope of the leader’s position.

Responsibility – The obligation to act or to do a task that one must answer for, either to team members or to supervisors.  You can delegate authority, but not responsibility!

Accountability – The reckoning, when leaders must answer for their actions and accept the consequences, good or bad.  Accountability is the very cornerstone of leadership.

Roles of the Officer – (1) Be the leader (2) Be the decision maker (3) Be prepared to assume responsibility for the actions of subordinates under their command.

Purposes of the NCO – (1) Decentralize Authority (2) Provide links between commanders and enlisted men (3) Provide a senior enlisted advisor for the commander (4) Afford avenues for advancement (5) Recognize and reward outstanding skills.

Purpose of the Chain of Command - to ensure each individual receives instructions for a particular task from only one supervisor. When a commander wants a specific task accomplished, a subordinate leader is given an order and the order is passed down the chain of command.

Inspection – When officials visit a place or group of people and check carefully to find out whether regulations are being obeyed.

Evaluation – When you consider someone or something in order to make a judgement about them.

Proficiency – Being able to do something well.

Trepidation – Fear or anxiety of something you are going to do or experience.

Conflict – Defined as any situation where incompatible activities, feelings or intentions occur together.

Leader’s Role in Conflict Resolution – Maintain stability in the group by quickly eliminating conflict in an objective and reasonable manner.

Two Causes of Conflict – External and Internal Circumstances

Fraternization – The term used to describe inappropriate personal or business relationships amongst cadets of different rank or position. 

Types of Sexual Harassment – Verbal, Physical and Non-verbal

HAZING 

Hazing, is any conduct whereby a cadet(s), regardless of rank, without proper authority causes another cadet, regardless of rank, to suffer or be exposed to any activity which is cruel, abusive, humiliating, oppressive, demeaning, or harmful.  Soliciting or coercing another to perpetrate any such activity is also considered hazing.  Hazing need not involve physical contact among or between cadets; it can be verbal or psychological in nature.  Actual or implied consent to acts of hazing does not eliminate culpability of the perpetrator.  

Quick litmus tests of hazing include: are you amused at the expense of another?  Are you angry/frustrated while applying discipline?  Are you creating or enforcing a standard outside of MCJROTC standards?  While not all-inclusive, the three preceding questions can provide direction for young leaders in helping to eliminate potential for hazing.

Each cadet at John F. Kennedy High School is strictly charged to put a stop to hazing and bullying wherever it is witnessed.  You are not allowed to let hazing occur to you nor will you tolerate it done to others in our unit.  Stand up for those who cannot stand up for themselves – stop it and report it.  The Senior Marine Instructor will investigate all reports of hazing and if substantiated, take the appropriate disciplinary and/or administrative action.

LEADERSHIP TRAITS

The (14) characteristics of leadership can be remembered by using the acronym of JJ DID TIE BUCKLE

Justice:  Giving reward and punishment according to the merits of the case in question.  The ability to administer a system of rewards and punishments impartially and consistently.

Judgement:  The ability to weigh facts and possible courses of action in order to make sound decisions.

Dependability:  The certainty of proper performance of duty.

Integrity:  Uprightness of character and soundness of moral principles.  The quality of truthfulness and honesty.

Decisiveness:  Ability to make decisions promptly and to announce them in a clear, forceful manner.

Tact:  The ability to deal with others in a manner that will maintain good relations and avoid offense.  More simply stated, tact is the ability to say and do the right thing at the right time.

Initiative:  Taking action in the absence of orders.

Endurance:  The mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship.

Bearing:  Creating a favorable impression in carriage, appearance, and personal conduct at all times.

Unselfishness:  Avoidance of providing for one’s own comfort and personal advancement at the expense of others.

Courage:  Courage is a mental quality that recognizes fear of danger or criticism, but enables a Marine to proceed in the face of danger with calmness and firmness.

Knowledge:  Understanding of a science or an art.  The range of one’s information, including professional knowledge and understanding of your Marines.

Loyalty:  The quality of faithfulness to country, Corps, unit, seniors, subordinates and peers.

Enthusiasm:  Motivation is Contagious!

LEADERSHIP PRINCIPLES (11)

Know Yourself and Seek Self Improvement

- This principle of leadership should be developed by the use of leadership traits.  Evaluate yourself by using the leadership traits and determine your strengths and weaknesses.

Be Technically and Tactically Proficient

- A person who knows their job thoroughly and possesses a wide field of knowledge.  Before you can lead, you must be able to do the job.

Know Your People and Look Out For Their Welfare

- A leader must make a conscientious effort to observe their Marines and how they react to different situations.

Keep Your Personnel Informed

- To promote efficiency and morale, a leader should inform the Marines of all happenings and give reasons why things are to be done.

Set The Example

- A leader who shows competence, courage and integrity sets high personal standards before they can rightfully demand it from others.

Ensure That the Task Is Understood, Supervised, and Accomplished

- Leaders must give clear, concise orders that cannot be misunderstood, and then by close supervision, ensure that these orders are properly executed.

Train Your Marines and Sailors as a Team

- As a leader, you must insist on teamwork from your Marines.  Train and operate as a team.  Be sure that each Marine knows their  position and responsibilities within the team framework.

Make Sound and Timely Decisions

- The leader must be able to estimate a situation and make a decision based on that estimation. 

Develop a Sense of Responsibility Among Your Subordinates

- Give your Marines the opportunity for professional development.  Assigning tasks and delegating authority promotes mutual confidence and respect between leader and subordinates.

Employ Your Command within its Capabilities

- A leader must have a thorough knowledge of the capabilities of the command.  Successful completion of a task depends upon how well you know your unit’s capabilities.

Seek Responsibilities and Take Responsibility

- For professional development, you must actively seek out challenging assignments.  You must use initiative and sound judgment when trying to accomplish jobs that are required by your grade.