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Developing a milestone and exit plan
Effective and ineffective management
Effective and ineffective management
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Recommended: Developing a milestone and exit plan
During the past eight months this wing has endured a horrific string of safety accidents resulting in the death or serious injury of multiple individuals. Unfortunately service members and/or dependents have been identified as the root cause. As the new Chief of the Wing Safety office this is my number #1 priority. I cannot solve this problem alone and will rely heavily on my team. This paper will explain how I analyzed the current environment using the Full-Range Leadership Model (FRLM) as well my plan to build them back up using the same model. Additionally, I will detail my plan that will address the safety issue and establish goal setting milestones which will help us achieve our objective.
After sitting down with each member of the Wing Safety team it is clear to me that there is a serious morale problem and untapped resources. Capt Matthews, former Chief of Safety, was clearly out of touch with his subordinates and did not instill confidence. He tried to incorporate some transactional and transformational examples of the FRLM, but they were weak. By adjusting MSgt Jones and SSgt Williamson’s schedules to meet personal requirements he attempted to employ individual consideration. Likewise, Capt Matthews granted Mr. Deburgh some bonus time off as an example of contingent reward, but it was not received as it was intended, which defeats the entire purpose of an award. Finally, his half-hearted attempt of intellectual stimulation with Lt Johnson to come up with new ideas was pathetic. In my opinion, Capt Matthews led more following the laissez-faire model which spread to the entire team and in turn, had an adverse affect on team dynamics stifling any chances to come up with tangible solutions.
My first step a...
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...nalyze how team members are performing and whether I need to incorporate active management by exception to get someone back on track. In the end our goal is a 75% reduction of traffic accidents related to cell phone use by base personnel over the next 12 months.
The problem before us is serious and challenging, but I know we have the right people in place to solve it. I have explained how I used the FRLM to analyze how this team was led in the past and how I will use that same model to inspire and guide them. There are many questions and data points we still need answered, but I have made the case for a newly focused safety campaign dealing with cell phone use while driving and assigned attainable goals. By utilizing the FRLM, I am confident I will lead and motivate the safety team to help protect this Wing Commander’s most valuable asset – her people.
As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing
Handling and operating an airplane comes with great risk, but these risks that are present are handled with very different attitudes and dealt with in different ways depending on the environment the pilots are in.
There are many types of leaders not only in the military, but also in every civilian company around the world. We rarely see a leader who possesses both vision and an ethical style of leadership; however, CMSgt Paul W. Airey, the first Chief Master Sergeant of the Air Force, was this type of leader. Throughout this paper I will discuss his ability to be both a visionary and ethical leader, which resulted in CMSgt Airey being labeled a “legend” (LaGrone, 2009, p.2). He was described by the former Chief of Staff, General Norton Schwartz as an “Airman’s Airman and “one of the true pioneers of the service” (LaGrone, 2009, p.2). CMSgt Airey has left a legacy that will impact generations of Air Force Airmen based on his traits of vision and ethics.
...f it.” (Sharp, 1993) Truer words have never been spoken. As Senior Noncommissioned Officers in the United States Air Force, we need to follow suit and act in the same manner.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
The uncertainty and vulnerability in making tough decisions can lead to high levels of stress and emotions. And, like Bill Ford realized, sometimes you need to step aside for someone better suited to navigate the challenges at hand” (ReGENERATION Partners). In conclusion, Alan Mulally, and Ford Motor Company’s case study show that impact that leadership can have on an organizational performance. Mulally demonstrates level 5 leadership and applied a transformational leadership approach at Ford to help the company turn-around and come back stronger than ever. Although leadership can be hard to define, there are key concepts and principles and qualities of leadership that yield superb performance and results when applied appropriately. Leadership is never about the leader, but their ability to translate a vision (personal, cooperate etc.) into reality and developing others to believe in themselves and in the “cause” along the way. Great leaders value all the things that create sustainable growth and long-term success such as innovation, problem-solving, teamwork, passion, excellence, and more. Mulally exemplifies all those qualities and is a great example of how leaders in business and other
Rodney Rocha is a NASA engineer and co-chair of Debris Assessment Team (DTS). When possibility of wing damage appeared he requested an additional imagery to obtain more information in order to evaluate the damage. This demonstrates that he actually tried to resolve the issue. However, due to absence of clear organizational responsibilities in NASA those images were never received. Since foam issue was there for years and risk for the flights was estimated as low management decided not to proceed with this request. After learning of management decision Rocha wrote an e-mail there he stated that foam damage could carry grave hazard and have to be addressed. At the same time this e-mail was not send to the management team. Organizational culture at NASA could be described as highly bureaucratic with operations under standard procedures only. Low-end employees like Rocha are afraid to bring any safety-related issues to the management due to delay of the mission. They can be punished for bringing “bad news”. This type of relationship makes it impossible for two-way communication between engineers and managers, which are crucial for decision-making in complex env...
A leader can choose from a variety of approaches, each effective in different circumstances. This paper will present three leadership theories believed to be most effective for CrysTel's change initiative. Each style will be compared to those chosen and some not chosen. The recommendation is to use a combination of all three theories to address the environment at CrysTel. Strengths and weaknesses of each style will be presented as will challenges with the recommended approach, and recommendations for further success.
Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force. (2012b). Full Range Leadership Development (CF01). Maxwell-Gunter Annex, AL: Department of the Air Force.
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, helps them find purpose in their work, and effectively implements their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively defined as attention through vision, meaning through communication, trust through positioning, and the deployment of self.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
Cozen, F., & Mowbray, D. (2001). Leadership and the quality of care. BMJ Quality & Safety, 10(2). doi:10.1136/qhc.0100003
Norris, Terrie S, CSP,A.R.M., C.P.S.I. (2011). Grow your leadership skills. Professional Safety, 56(8), 1. Retrieved from: http://search.proquest.com/docview/904987990?accountid=12085
The intent of this research is to provide the reader with insight on how Crew Resource Management (CRM) improves safety in aviation organizations. This research will also present how CRM establishes a set of guidelines, behavioral norms, and standard operational practices that enables an organization to utilize all resources available to conduct safe and efficient flight operations. CRM encompasses a wide range of knowledge, skills and attitudes including communications, situational awareness, problem solving, aeronautical decision-making, information management, and teamwork (Royal Aeronautical Society, 1999). CRM is also a synergistic approach to managing flight operations, and allows crews to dynamically multi-task and prioritize work efforts in order to conduct their operations more efficiently and safely. Over the last three decades, the NTSB, NASA, the FAA, ICAO, the military, and the airline industry have created CRM programs, and extensively researched and tested new and innovative ways to incorporate CRM with cockpit automation.