LEADERSHIP EDUCATION AND TRAINING (LET 3)
LEADERSHIP EDUCATIONAND TRAINING (LET 3)With material selected from:The Career Fitness Program: Exercising Your Options, Sixth Editionby Diane Sukienniuk, William Bendat and Lisa RaufmanKeys to Preparing for Collegeby Carol Carter, Joyce Bishop and Sarah Lyman Kravits, with Lesa HadleyManaging Diversity: People Skills for a Multicultural Workplace, Third Editionby Norma Carr-RuffinoCivics and Economics, Third Editionby James E. Davis and Phillis Maxey FernlundEthics: Theory and Practice, Eighth Editionby Jacques P. ThirouxCUSTOM EDITION FOR ARMY JROTCA Character and Leadership Development Program
Cover images courtesy of Army JROTC.Excerpts taken from:The Career Fitness Program: Exercising Your Options, Sixth Editionby Diane Sukienniuk, William Bendat and Lisa RaufmanCopyright 2001, 1998, 1995, 1992, 1989, 1989 by Prentice Hall, Inc.A Pearson Education CompanyUpper Saddle River, New Jersey 07458Keys to Preparing for Collegeby Carol Carter, Joyce Bishop, and Sarah Lyman Kravits, with Lesa HadleyCopyright 2001 by Prentice Hall, Inc.Managing Diversity: People Skills for a Multicultural Workplace, Third Editionby Norma Carr-RuffinoCopyright 2000, 1998 by Norma Carr-RuffinoPublished by Pearson Custom PublishingCivics and Economics, Third Editionby James E. Davis and Phillis Maxey FernlundCopyright 2003 by Pearson Education, Inc.Published by Prentice HallEthics: Theory and Practice, Eighth Editionby Jacques P. ThirouxCopyright 2003 by Pearson Education, Inc.Published by Prentice HallCompilation copyright 2005 by Pearson Custom PublishingAll rights reserved.This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover theindividual selections herein that first appeared elsewhere. Permission to reprint these has been obtained by Pearson CustomPublishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording,or by any information storage or retrieval system, must be arranged with the individual copyright holders noted.Printed in the United States of America10 9 8 7 6 5 4 3 2 1ISBN 0-536-86658-92004420244DG/JSPlease visit our web site at www.pearsoncustom.comPEARSON CUSTOM PUBLISHING75 Arlington Street, Suite 300, Boston, MA 02116A Pearson Education Company
Brief ContentsUnit 1Citizenship in ActionChapter 1 Foundations of Army JROTCand Getting Involved12Unit 2 Leadership Theoryand Application15Chapter 4Leadership Strategies16Chapter 5Leading Others71Unit 3Foundations for Success89Chapter 6Presenting Skills90Chapter 7Managing Conflict125Chapter 9Career Planning149
ivBrief ContentsChapter 10 Planning Skills and SocialResponsibility229Chapter 11 NEFE High School FinancialPlanning Program267Unit 6 Citizenship in American Historyand Government274Chapter 8275Critical Thinking in CitizenshipAppendix Mandatory Core ServiceLearning338Chapter 8 Making a Difference withService Learning339Index360
Table of ContentsUnit 1Citizenship in Action1Chapter 1 Foundations of Army JROTCand Getting Involved2Lesson 93Basic Command and Staff PrinciplesUnit 2 Leadership Theoryand Application15Chapter 416Leadership StrategiesLesson 1 Celebrating Differences—Cultureand Individual DiversityLesson 2 Performance IndicatorsLesson 3 NegotiatingLesson 4 Decision Making and Problem Solving17295862Chapter 571Leading OthersLesson 1 Platoon DrillLesson 2 Taking Charge—Knowing YourResponsibilities as a Leader7283
viTable of ContentsUnit 3Foundations for SuccessChapter 6Lesson 1Lesson 2Lesson 3Becoming a Better WriterCreating Better SpeechesBecoming a Better SpeakerChapter 7Lesson 1Lesson 2Lesson 3Lesson 4Managing ConflictManaging AngerConflict Resolution and DiversityFinding Solutions: MediationViolence PreventionChapter 9Lesson 1Lesson 2Lesson 3Lesson 4Presenting SkillsCareer PlanningCareer Exploration StrategyCareer Development PortfolioMilitary Career OpportunitiesCollege PreparationChapter 10 Planning Skills and SocialResponsibilityLesson 1Lesson 2Lesson 3Lesson 4Making the Right ChoicesGoals and Goal SettingTime ManagementCadet Etiquette GuideChapter 11 NEFE High School FinancialPlanning ProgramLesson 2 Financial Planning: Your Road MapLesson 3 Budgeting: Don’t Go BrokeLesson 4 Savings and Investments: YourMoney at 30235240247267268270272
Table of ContentsUnit 6 Citizenship in American History andGovernment274Chapter 8 Critical Thinking in CitizenshipLesson 1 Leadership Choices, Decisions, andConsequencesLesson 2 Ethical Choices, Decisions, andConsequencesLesson 3 Global Citizenship Choices, Decisions,and ConsequensesLesson 4 Historical Timeline: Choices, Decisions,and Consequenses275276289303324Appendix Mandatory Core ServiceLearning338Chapter 8 Making a Difference withService Learning339Lesson 1 Orientation to Service LearningLesson 2 Plan and Train for Your ExploratoryProjectLesson 3 Project Reflection and IntegrationIndex340346352360vii
viiiTable of Contents
Unit 1Citizenship in Action
Chapter 1Foundations ofArmy JROTC andGetting Involved
Lesson 9Key Termscoordinating staffcourse of actionechelonpersonal staffspecial staffWhat You Will Learn to Do Demonstrate command and staff principles while performing the duties of anearned leadership position within your cadet battalionLinked Core Abilities Communicate using verbal, non-verbal, visual, and written techniques Apply critical thinking techniquesSkills and Knowledge You Will Gain along the Way Describe staff responsibilities and three common procedures used to coordinatestaff actions Compare the three types of staffs and their relationship to the commander List the nine-step sequence of command and staff actions in the correct order Clarify the scope and purpose of the commander's estimate Define key words contained in this lessonChapter 1Basic Command andStaff Principles
4Chapter 1Foundations of Army JROTC and Getting InvolvedIntroductionAs commanders or staff officers in your cadet battalion, being prepared to meet thechallenges of your position is a major responsibility. Your success or failure may notonly depend upon your abilities as a leader, but on how well you execute commandand staff actions and can work with the subordinate commanders and staff officersof the battalion.Upon completion of this lesson, you will have a better understanding of commandand staff procedures and how they relate to your duties in your cadet battalion. Thislesson explains command and staff authority and responsibilities, and the principlesunderlying delegation of authority, command and staff actions, staff organizationand operations, and the sequence of actions in making and executing decisions.Model Cadet Battalion OrganizationNow that you are in a principal leadership position in your cadet battalion, your jobmay require you to coordinate activities or work in conjunction with the personnelassigned to those positions. To be an effective leader, therefore, you should know allof these positions and their related duties. Studying them will also reinforce yourknowledge of the chain of command. These positions are shown in Figure 1.9.1.Figure 1.9.1: XECUTIVE OFFICERS-1S-2S-3COMPANY ACOMMANDERS-4BATTALION COMMANDSERGEANT MAJORS-5COMPANY BCOMMANDERCOMPANY CCOMMANDERYour cadet battalion may contain additional positions or list different duties forthem; however, the information provided outlines a model cadet battalionorganizational structure and its associated chain of command.Command Authority and ResponsibilitiesCommand is the authority that a commander lawfully exercises over subordinatesby virtue of rank or assignment. With authority comes responsibility.
Lesson 9Basic Command and Staff PrinciplesCommand ResponsibilityCommand responsibility is a moral and legal accountability. Commanders alone areresponsible for all that their unit does or fails to do. Through a chain of command,commanders hold each subordinate commander and staff officer responsible for allthat their unit or section does or fails to do. If it becomes necessary to bypass thenormal chain of command, both the commander issuing and the one receiving theorder must notify any intermediate supervisors of the situation as soon as possible.Note:Battalions are the lowest level at which the U.S. Army authorizes a staff.Importance of a StaffCommanders must effectively use available resources for planning, organizing,directing, coordinating, and controlling people and units to accomplish theirmissions. No one individual can personally direct, coordinate, and supervise theoperation of a battalion-size unit or larger. Regardless of how capable, educated,experienced, or energetic commanders may be, they must have assistance. A groupof officers and senior noncommissioned officers provide this assistance. They reducetheir commander’s burden by assuming responsibility for and accomplishing asmany of the routine matters of command as possible. This leaves commanders toserve in leadership roles as intended.Delegation of AuthorityTo be totally effective, commanders and their staffs must work as a cohesive team. Staffsachieve this by having a thorough understanding of the policies of their commander.Staff authority varies with the degree of authority delegated to it by the commander.Commanders can delegate as much authority to subordinates as considered necessary, but under no circumstances can they delegate any part of their responsibility.Additionally, the following command functions should remain with commanders: Developing concepts for estimates and plans Processing and disseminating their guidance and concepts Ensuring coordination of the effort of the command Supervising the execution of decisionsThe normal delegation is for staffs to take final action on matters of command policywithin their section’s jurisdiction. This frees commanders to focus their attention onthe essential aspects of command. Authority delegated to staff officers varies with themission(s) of the unit, the immediacy of the task(s), and the relationship of the staffsection’s area of interest to the unit’s primary mission.5
6Chapter 1Foundations of Army JROTC and Getting InvolvedCommand and Staff ActionsCommand and staff actions must be accurate and timely. That is, the staff mustidentify promptly and define accurately the decisive elements of each problem. Tothis end, commanders organize their staffs to: Be immediately responsive to the needs of the command Remain abreast of the situation and to ensure that they consider all pertinentfactors Reduce the time needed for control, integration, and coordination of tasks Minimize the possibilities of error Minimize their requirements for detailed supervision of routine mattersStaff Authority and ResponsibilitiesStaffs do not have command authority and are not in the chain of command. Theonly authority they exercise is over the members of their own section and whattheir commander delegates to them.Key Note Termcourse of action – adecision on how toproceed; a plan.Commanders assign staff officers certain specific functional areas of responsibility.To carry out these command responsibilities effectively, commanders then giveeach staff section specific duties. When commanders have chosen a course ofaction, it is the duty of the staffs to prepare and issue the necessary orders and tosupervise their execution. Staff officers should always issue orders for, or in thename of, their commander; however, responsibility for those orders still remainswith the commander. Other staff responsibilities include: Securing information and furnishing advice as the commander may require. Staffofficers also provide information to other staffs and to other agencies and units. Analyzing information as a basis for making recommendations to the commanderand other agencies. Preparing the details of the commander’s plans and orders. Each staff sectionprepares its appropriate part of the plan or order. Translating decisions and plans into orders and transmitting the orders to eachcommand element. Supervising (to the extent authorized by the commander) the execution of theplans and/or orders. Staff officers accomplish supervision by way of conductingvisits or inspections and preparing reports. Taking other actions as necessary to carry out the commander’s intentions.The effectiveness of a staff depends on the professional qualifications of its members.Staff officers must possess the qualities of leadership and the ability to apply themin a staff role. They must have a thorough understanding of the organization,
Lesson 9Basic Command and Staff Principlescapabilities, limitations, and operating techniques of the command. As a rule,experience in a position that is of equal or lesser responsibility to the current orproposed staff position is a prerequisite to the assignment of a staff officer.Staff OrganizationGood staff organization assists a commander by decreasing the number of routineitems requiring decision. Through effective staff procedures, staffs can speed up theprocessing of information into material useful to the commander and can improvethe quality of the product that they develop. Efficient staff techniques minimizepossible delays in preparing and transmitting plans and instructions to subordinates.Note:The U.S. Army General Staff established in 1903 forms the basis for the Army’s presentstaff system.Regardless of its organization, a staff must apply the principles of unity of commandand direction, span of control, delegation of authority, and the grouping of compatibleand related activities. Consequently, staff organization depends upon the followingfactors: The unit’s mission(s). This is the primary consideration for everything that thecommander does, and for the operation of the unit. Activities conducted by the unit. The unit’s mission(s) and its activities go handin-hand. For example, all of the duties and responsibilities that make up the unit’sactivities — especially those required to accomplish the unit’s mission(s) — arefundamental to the organization and functioning of a staff. Emphasis on broad fields of interest. Regardless of the mission, we can dividecommand interests into five broad fields: personnel (S-1), intelligence (S-2),operations and training (S-3), logistics (S-4), and civil-military operations (S-5).The emphasis placed on each of these broad fields of interest, and the specializedactivities required for each, vary according to the mission and the activitiesrequired to accomplish the mission. For example, within your JROTC battalion,the S-2 may also handle public affairs matters while the S-5 could be assigned as thespecial project’s officer. Although military staffs may vary in organization andspecific titles of its staff members, they do possess certain common characteristics.Functional responsibilities are the basis for all military staff organizations. Laws and regulations. Army regulations, the Uniform Code of Military Justice,and other directives require special relationships between certain staff officers andthe commander.To be successful, the staff must work together. No staff officer can work alone andexpect to get the job done. Each staff officer must actively pursue every scrap ofinformation that will help the commander operate. Staff officers continually exchangeinformation with staff officers from higher headquarters, subordinate unit leaders,and among themselves.7
8Key Note Termcoordinating staff –principal staffassistants to thecommander.special staff – assistthe commander inprofessional,technical, and otherareas of interest inthe command.personal staff –officers who workunder theimmediate controlof the commander.Chapter 1Foundations of Army JROTC and Getting InvolvedTypes of StaffsEach type of staff consists of three groups of staff officers plus liaison officers. Thesethree groups are the coordinating staff officers, special staff officers, and the commander’s personal staff officers.Coordinating staff officers are the principal staff assistants to the commander. Eachstaff officer specializes in one (or a combination) of the broad fields of interestmentioned above for S-1 through S-5.Special staff officers assist the commander in professional, technical, and otherfunctional areas of interest in the command. The specific number and duties ofspecial staff officers vary at each level of command, and they may also be unitcommanders. Special staffs may include the following personnel: Signal Officer Maintenance Officer Logistics Readiness Officer Aviation Officer Chemical Officer Provost Marshal Public Affairs Officer Chaplain SurgeonPersonal staff officers work under the immediate control of the commander. Typicalpersonal staff members include the command sergeant major and, at higher levels,the inspector general and staff judge advocate.Executive OfficerAn executive officer (XO) directs, coordinates, and supervises the efforts of thecoordinating and special staffs. The XO’s other duties include: Formulating, recommending, and announcing staff operating policies Keeping the commander informed Assuming command in the absence of the commander Reviewing plans, orders, and staff actions Approving staff actions Supervising the execution of orders
Lesson 9Basic Command and Staff PrinciplesCommon Staff ProceduresStaff officers use certain common procedures to coordinate staff action. In additionto staff coordination, these include visits and inspections, conferences, briefings,and reports.Staff coordination is the process of making certain that all pieces of a staff actionfit together. The responsible, or action, officer and all other interested staff officersexamine and make adjustments to any sub-actions of the project. Staff officers thendetermine the proper action within their section’s area of interest. Finally, the actionofficer has the added responsibility to complete the coordination with other commanders and staff sections, as appropriate.Staff officers make staff visits to obtain information for the commander, observe theexecution of orders, and assist subordinate unit commanders. Concerning the firsttwo points, the information that staff officers obtain can indicate to their commanderhow effectively or efficiently subordinate units are executing command decisions.Concerning the last item, a vital part of the staff officer’s job is to discover and helpsubordinate elements to resolve internal problems. On occasion, staffs may combinestaff visits with command-directed inspections.Commanders and/or staffs conduct inspections to ascertain the condition of thecommand. Using checklists prepared by the various staff sections, commanders andstaffs conduct inspections to collect positive and negative information from whichthe commander can determine the readiness of the unit to accomplish its mission(s).Commanders and staff officers frequently participate in conferences. Conferencesoften replace the need for staff visits and certain types of correspondence. Commanders and staffs call conferences to accomplish the following objectives: Determine and evaluate facts by exchanging information and ideas Solve problems (particularly new ones) Coordinate actions, including arriving at the best possible decision or reachingagreement in a particular area Formulate policy Instruct, counsel, or adviseStaff briefings ensure a coordinated or unified effort by the entire staff. The executiveofficer usually presides over these briefings. The XO calls upon each staff sectionrepresentative to exchange information or guidance, present matters of interest tothe command, or present matters that require staff coordination and decision.Two of the channels through which orders, instructions, and information flowwithin a command are the command and staff channels.Command channels transmit all orders and instructions to subordinate units. Thesechann
Lesson 1 Managing Anger 126 Lesson 2 Conflict Resolution and Diversity 133 Lesson 3 Finding Solutions: Mediation 139 Lesson 4 Violence Prevention 144 Chapter 9 Career Planning 149 Lesson 1 Career Exploration Strategy 150 Lesson 2 Career Development Portfolio 169 Lesson 3 Military Career Opportunities 193 Lesson 4 College Preparation 204
Leadership, Servant Leadership, Situational Leadership, Authoritarian Leadership, and Moral Leadership. Although each of these styles had some very positive characteristics, it was found that Spiritual Leadership allowed for various leadership approaches to be applied as needed and these approaches were designed
Inspirational Leadership Training Page 4 Inspirational Leadership Training Course Details . Day 1 - Morning All organisations require effective leadership Effective leadership is the result of the continuous application of a series of definite skills. On this course we will identify the essential leadership skills, then practice these skills so
(1) leadership in self-managing teams and shared leadership, informed by functional behavioral leadership theory, and (2) the emerging literature on leadership in virtual teams. These views of leadership depart from much of “traditional” leadership theory (e.g., trait theory, contingency and situational leadership theories, social exchange
Transformational Leadership, Transactional Leadership, Higher Education Institution, Transformational Change, Transformation in Higher Education Realm, Academic Work, Constructs of Transformational Leadership, Authentic leadership, Pseudotransformational Leadership, Multifactor Leadership Quesionna
leadership philosophies and some principles for success. It examines how and why leadership training is an important part of the leadership development process. We make some recommendations on how to structure the leadership training process, beginning with needs assessment and ending with evaluation of results. The leadership-
Leadership, The Transactional Leadership Theory, The Full-Range Leadership Theory (FRLT), and the Four-Frame Model of Leadership as part of the Educational Leadership and Effectiveness. 2.1. The Situational Theory of Leadership The situational theory was proposed by Hersey and Blanchard in 1969, suggesting that different
Dr. Ashish Sharma VASI/Let's CiDAAP/18/228 Chandigarh HOD, PGI Dr. Aswin Padmanabhan VASI/Let's CiDAAP/18/229 Chennai CMC, Vellore Dr. Atturu Gnanesvar VASI/Let's CiDAAP/18/230 Hyderabad Dr. Atul Mishra VASI/Let's CiDAAP/18/231 Delhi R & R Dr. Balaji Patel Kola VASI/Let's CiDAAP/18/232 Hyderabad Dr. Bendi Divakar VASI/Let's CiDAAP/18/233 .
women leadership, the scriptures, and women empowerment through training in leadership in shaping the destiny of women in ministry. Challenges in women leadership, the scripture add to cultural beliefs and practices, interpretation of God's gender, rites of passage, lack of education, leadership, and training among others.
