Earhart Civil Air Patrol Leadership Test

As an officer, How are you transitioning?

From tactical to operational

You are now using what type of leadership as an Officer?

Indirect Leadership

What are the Four forms of Indirect Leadership?
Dist. Link. Creat. Upward

Distance:
Link
Creations
Upward Influence

Example for Indirect Leadership Dist.
(Keaders who are concered with the DEVELOPMENT and PERFROMANCE of individuals who do not directly report to this leader)

CAC meetings

Example for through a Link:

Squadron Commanders, FLC's, NCOs

What does indirect leadership require less of and more of?

LESS: task related competency:
MORE: conceptual skills

Example for through Creations

Facebook

eXAMPLE FOR uPWARD iNFLUENCE

Upside down pyramid that the suboordinates use to influence the upper eschelo

Fewer short term issues are to be resolved by indeirect leaders: Spontaneous action and reaction are impossible for indirect leaders
Indirect leaders are faced with problems beyond their control.

Critique of Indirect Leadership

What does power require?

Consent

All power comes from?

the consent of the governed

Corporate Social Responsibility (CSR) = interaction between?

Interaction between Corporations and Public Trust

CSR Issues: Corr/Stew/Phil/Sus
CORE STEW PHIL SUS (green business)
HUMANR Transparency

Corruption
Stewardship
Philanthropy
Sustainability
Human Rights
Transparency

A professional association accomplishes what?

Furthers the career field
Helps member succeeed
Uphold the public trust

How to earn Public's trust?
Hipporcartic oath
Soliders Creed

Code of ethics

What is the Expression of opinons contrary to the official view:

Dissent

Abilene Paradox

Cooperation with harbored misgivings

Moral Relativism:
Denies univeral moral principles it insuates...

Right and wrong depend on the culture and point in history

Critique of Moral Relativism: Absolute in its rejection of:

Absolutes

Moral Objectivism: Despite cultures desacgreement about ethics...(AF Core Values fit here)

Some moral principles have universal validty.

Critique of Moral Objectivism: Who or what?

Who or ehat determines right and wrong and how are we to know these moral absolutes?

Virtue Ethics: Teological (everyting concisous and goal oriented moves to some transformation) That end tansofmration is Man's own

Happiness

Paths to Happiness =

Virtue

Define Virtue -
Habitual dispositon toward the good for its own sake
Excellence of moral character that helps you to be all you can be.

Excellence in all it sfullness and perfection of the soul.

Pursuit of Vitue =

Right Desire
True Reason
Ballance
Discipleship
Happiness of Character

Critique of Virtue Ethics: It concepts of virtue is inarguable It is not ______with how people live and depends upon rational____

square/Self Analysis

Duty Ethics: Built up reason and concept of Duty. Created by:

Immanuel Kant

Different types of Reasoning:

Categorical Imperative: You are king and everyone copies you
Practical Imperative:

Old, not as trendy, Spend a lot of time reading reports, padded reports, does not explain why obj are incomplete: This is a criticism of?

Management by Objective

Strategic goals (fast tier)
Objectives (must be specific and measuarable)
Action Plans (outlinespecifically who is going to do what and by when)

How MBO works.

Where is the best source for goals?

Outside the organization: Benchmarking example

What are two ways to measure success?
Possibly MBO as well

Appraisals
360-degree feedback

When management communicates observed susccess and shortcomings to each worker on an individual basis (letting them know where they stand)

Philosophy of Appraisal

What is the classic example of measuring individual performance?

Performance Appraisal

what are the people that do not lend their services to stopwatch standards?

knowledge workers

Relevant standards point towards

MBO 1

How do you develop a Pro Safety culture?

Incentives
Trait theory

What ancient philosopher observed that "character is destiny"?

CULTURE is DESTINY

Heraclitus

How many phases are there in creating motivation change?

3

Unfreezing = letting go of hard traditions and experiencing a motivation to change:

1st phase of Cultural Change

What is survival anxiety?
What is Unlearning?
2 methods: 1st phase

Unless we change...something bad is going to happen

Bad habits must die

Here organiations leaders help learn the new concepts that bring the desried into effect

Phase 2 of Cultural Change

Clean articulation of Vision = describe the organizations predicament with clarit and precision

Pyschological Safety = Learner must come to feel that the way of being is possible and achievable

Right Metrics and Rewards: Leadersh rething how they maeasure success, pay, awards, promotions, atta-boys

Symbols and Physcial Enviornment: Effective symbols are bisual presentations of reality.

Training and Safety Nets: Resourses to train people so the that they can make the change (tough love tactics are not always good)

Stories to Communicate Culture: General Curtis LeMay

Teachable moments: simply an unplanned opportunity enabling a leader to emphasize a principle that someone has been trying to learn

Leadership by Example

Processes by which effectuate Cultural Change

Internalization: what results when someone makes a lasting commitment to a principle

Phase 3 of cultural change

Takes too much time
Subordinates show me up
Lose touch with the job

Why we as superiors fail to delgate

Unclear delegation
Too close supervision
Too much help
Rushed delegation improprper selection fo subordinates

Common mistakes in delegation

Morale problems
Staff problems
Conceptual plannning
Reviewing subordinate performance reports
Specialized task

Tasks that should not be delegated

What are the unobtainable or prjocects that go beyond workable?

"Rolls Royce Syndrome"

Steps for Effective Delegation

Define the Task
Assinge the Task
Grant Authority
Follow up

Problems in junction with Defining the task

Routine repetitive details
Duties that make you over specialized
Tasks that

Organization

A body of Individuals working together under a system of rules assignments procedures and relations TO ACHIEVE identifiable goals and objectives:

Organization is more complex with 5 basic parts and 2 Groupings (line and Staff)

LINE; PROVDIES directly accomplish organization's mission

STAFF PROVIDES: Technical/Administrative to the Staff

Line: Op core Mid line Strat Apex
Staff: Technostructure Support Staff

Op Core = Foot Soldiers
Mid Line = interpret ideas as strat apex
Strat Apex = formulates trategies/allocates resources make big decisions

In Rank cadets

Flight Commanders/cadet commander

squadron commander and his or her deputices

Technostructure: Develop initiatives/desing programs/issue technical direction "gurus"
Support staff: Administrative financial logistics:

Technostructure and Support Staff
Specialists (technostructure)

Organization theory vs. Freeform

Chaos

Promote accountabliltiy
Allocate authourtiy
are easy to manage
Create efficiencies

Cae for Hierarchies

Chaos Theory created by:

Tom Peters

Hierarchies get in the way
Free- form self directed teams are agile

Chaos theory

How do you test an ORganization's structure?

Performances

What is a small group of people entrusted to study recommend and perform services for a larger group

Committee

Good ideas can come from anybody
They can be smarter than the individual
Adds legitimacy to the decisions

Tenents of a committee

In-depth discussion
manageable group size
division of labor
specialization and expertise
special handling

5 triggers for committee

Standing committee:

Somewhat permanent

Select committee;

Choses for a select taks

Goal statements
OBJ driven agendas
Reasd aheads (purely factual and usually driven by email)
Oral Presentations
Agendas sequencing and breakouts
Closing and minutes

Means to an end for a committee meting

facilitaors are like ___ in that they get the most they can out of each member?

Point Guards

Faciliataors are:

Process-focused

Joys to the chair

Achievements of the meeting

Netural attitude
Adherence to process
Desire for concensus
Counterweight to the statuats Arrena

Hallmarks of facillitation

Ask open ended questions
Ask for specificiy in responses
Redirect questions to the gruop
Invite questions to the griop
Invte quet members to join the discussion
Record ideas and make them visible
signal to dominating members their need to hold back
Help rambling member wrap up Redirect the energy of combaitive members

hallmarks or Facilitation techniques

What is the simplest way to conduct business:

Unanimous consent

Planning
Organizing
Leading
Controlling

Functions of Management

set of coordinated Activities with a start and finish

Project

Project Brief goes in the

Proposal phase of Project Lifecycle

Goal statement (smart)
Project Narrative (what is entailed and why is it important
Key data
Deliverables (clearly identifiable output of project)
Actions Recommended: (Specific steps that the sponsor take to authorize the project and get it started)

Proposal PHASE

Project initiating Document (PID) explains how the project will be managed leads on to the project brief (similar to what military calls an OP Order) belongs in:

Planning phase of Project Lifecycle

An organizational Chart (everyone involved)
Gnatt Chart (showing each deliverable that must be completed)
A budget
Governance plan (simple list of polices)
communications plan (how the project team communicates new to customers stakeholders and the press)
Field Tests (the final stage in planning)

Planning PHASE

Here the project beam builds the product deliverables and presents the product ot the customer

Execution Phase of Project Lifecycle

Controlds during execution: Process for monitioring plan's execution

Staff meetings
Inspections
Schedules
Budgets

Execution PHASE

When the Customer accepts the final deliverable/project simply expires at closing time execution phase ends.

Review and Concluding Phase of Project Lifecycle

Feedback instruments
Recognition Programs
Administrative close out

Review and Concluding PHASE

Distal (Background) Context to a conflixt
Proximal ( immediate circumstances that include communicator's goals/casue and effect of conflict: Perception is reality)


Conflict interaction: Most visible feature
Proximal outcomes: Sorting through thougts and feelings (emotions still high "we will have our day in court)
Distal Outcomes ( the affter effects down the road: "dont burn your bridges)

Interpersonal Conflict

Define BATNA

Best Alternative To a Negotiated Agreement

Not now...can I call you later?

Evade Strategy

Yes, absolutely, lets do it your way

Comply strategy

Take it or leave it

Insist strategy

Lets split the difference and call it a day

Settle Strategy

Lets work together and make it even better

Cooperative Strategy

Happiness points
Morally right if it produces utility produces pleasure

Utilatiriansim by Jeremy Bentham and John Stuart Mill