OTS Assessment 2

3 main elements of full range leadership model

Laissez-Fair

Transactional (CR/ MBE-A/ MBE-P)

Transformational (II, IM, IC, IS)

Progression through FRLM

-represents

-a range of

-represents an increasing impact on performance

-a range of leadership activity and effectiveness

Transactional group (all three)

Management by exemption Passive (MBE-P)

Management by exemption Active (MBE-A)

Contingent Reward (CR)

Transformational Group (all four)

Individual Consideration (IC) --> caring

Intellectual Stimulation (IS) --> Thinking

Inspirational Motivation (IM) --> Charming

Idealized Influence (II) --> influencing

Laissez-Faire Leadership Characteristics

-"hands off"

-leader will abdicate responsibility

delay decisions

-not interested in followers needs or prviiding feedback

-doesnt develop follower

Laissez-Faire engagement

-not engaged with subordinates, and avoids taking a stand on any issue

-approach to non-leadership

-lowest levels of subordinate, team, and organizational performance

Examples of Laissez Faire

-Near avoidance or absence of leadership --> supervisor is never available for followers

-Avoids making decisions --> Manager continually delays decision to hire contractor

-Abdicates responsibility --> supervisor ignores duties

Transactional leadership

maintain organizational stability through regular social exchanges leading to goal achieved for both leaders and their followers

Contingent Reward characteristics

-Constructive transaction

-leader sets expectations for followers

-reinforce positive performance

-leader sets performance goals, provides guidance, and rewards or supports followers for meeting desired outcomes

-will create an increased level of trust and committment from followers

Disadvantage of contingent reward

can lead to motivate performance quantity, but a diminished quality

Management by exception

-corrective transaction

-Active approach: monitor followers for deviations from standards in the form of mistakes and errors and take action as necesary

-Passive approach, take corrective action only when they feel they mist get involved which isusually too late.

Management by Exception Active (MBE-A)

monitored and controlled through enforced compliance of rules, regulations along with performance expectations

-actively seeking or eliminating any such deviations prior to immediately non-complacence

-

Management by exception Passive (MBE-P)

-leader typically chooses to wait for problems to occur before getting involved and taking corrective action

-"if it aint broke, dont fix it"

Shortcomings of a transactional approach

doesnt fully develop, challenge, or instill the highest moral or ethical behaviors within followers

Transformational leadership has been empirically proven......

as the most effective form of leadership at organizational levels

Contingent reward

-characteristic

-Ideal future state

-reward for performance

-Supervisor rewards airmen with an afternoon off for task completions

MBE-A

-Characteristics

-Ideal future state

-Responds to deviations in standards as soon as possibly necesary

-MSgt immediately corrects an airmen for not saluting an officer

MBE-P

-Characteristic

-Ideal future state

-Responds to deviations in standards on when

-Capt finally intervenes when two careless airmen actually caus an accident

Transformational Leadership general definition and characteristics

-personal relationship with followers to raise their level or motivation and morality

-inspire

-intellectually stimulate

-individually considerate

Idealized Influence (II) characteristics

-idealized influence behavior project themselves as positive role models

-followers identify leaders mission

-true idealized fashion

-place groups interest ahead of their own

-Consider 3 Air Force Values

>Integrity first

>Service before self

>Excellence in all we do

Inspired Motivation (IM) Characteristics

-enhance team spirit, provide meaning, challenge their followers work

-energize followers to seek or envirison attractive future states or alternatives normally considered

-synergy of behaviors and vision leaders energize their followers to exert extra effort during future challenges

3 main concepts that IM uses to inspire

-Motivation: inspiration provides energy and direction that fuels the action of followers

-Evocation: cannot force inspiration on someone through act of will

>inspiration is evoked from within or through significant others

-Transcendence: inspiration that moves followers through an appreciation of beauty and excellence that allows them to rise above ordinary preoccupations or limitations

Intellectual Stimulation (IS) characteristics

-foster creativity and innovation for their followers while supporting new approaches to organizational challenges

-stimulate members to become more creative by questioning assumptions and re-framing problems while approaching old problems with new methods

-concentrate on what the problem is and not who caused it

(IS) methods for generating good ideas

-brainstorming

- nominal group techniques

- ad hoc committees

Six key transformational leadership actions that promote (IS)

-re examine critical assumptions to question whether they are appropriate

-seek different perspectives when solving problems

-get others to look at problems from many different angles

-suggest new ways of looking at how to complete assignments

-encourage nontraditional thinking to deal with traditional problems

-encourage rethinking those ideas that have never been questioned

(IS) removal or roadblocks

-resistance comes from

-your organization

-your leader

-follwers

-problem orientation

-yourself

Individualized Consideration (IC) characteristics

-most personal leadership behavior

-day to day individual consideration

-removing communication barriers

-being empathetic

(IC) leader leverages the indiivuduals need for

-growth and achievement

-assumes the role of a teach for followers

- coach

-mentor

-facilitator

-confidant

-counselor

Six actions to enhance individual consideration

-consider individuals as having different needs, abilities, and aspirations

-treat others as individuals

-listen attentively to others concerns

-help others develop their strengths

-spend time teaching and coaching

-promote self development

Idealized Influence

-Characteristic

-example

-role model, respected, admired, high ethical standard

-officer volunteers off duty time to support local charity event at food bank

Inspirational motivation

-Characteristic

-example

-motivates, inspires, articulates another vision

-col inspires an organization to regroup and overcome adversity

Intellectual stimulation

-characteristic

-example

-thinks outside the box and reframes old problems innovative

-airman finds innovative solutions to a common maintenance issues

Individual consideration

-characteristic

-example

-coaching mentor, active listener, values diversity

-capt takes an extra hour after normal duty day to assist a follower with a college course

Four instruments of power (IOP)

-Diplomacy

-Informational

-Military

-Economic

Diplomatic (IOP)

-effectiveness depends largely on military (IOP)

-State department is USG lead agency

Informational (IOP)

-information and information systems

-ubiquitous

-no lead agency

Military (IOP)

-usually employed as a last resort

-Most visible IOP

Range of military operations (ROMO)

Conflict Continuum

Peace --> Nuclear War

-Humanitarian Relief

-Peacekeeping

-counter terrorism

-retaliatory strikes

-limited conventional war

-total conventional way

-nuclear war

Range of Military Operations

-Major operations and campaigns

>

-Crisis response and limited contingency operations

-Military engagement, security cooperation, and deterrance

Economic IOP

-population driven

-US treasury

Power of the United States Congress

-War declaration

-treaty approval (senate)

-Presidential constraints (war powers act)

-Power of the purse

President (CINC)

-ultimate responsibility for making and executing national security policy!!!!!!!!!!!!!!!!!!

-direct execution of military actions

-commander in chief (CINC)

National Security Council (NSC) Formation

-National Security Act 1947

-DOD

-USAF

-National security council

National Security Council (NSC) Responsibilities

-help develop national security policy

-advise president on national security policy integration

-coordinate the use of our IOP

-prepare national security strategy !!!!!

NSC Statutory members

-president

-vice president

-secretary of defense

-secretary of state

-secretary of energy

NSC Non-statutory Members

-national security advisor

-department national security advisor

-homeland security advisor

-attorney general

-white house chief of staff

NSC Statutory advisors

-chairmen of joint chiefs of staff (CJCS)

-director National Intelligence

-Director of National Drug Control Policy

NSC Additional participants

-secretary of the treasury

-secretary of homeland security

-white house counsel

-director of the CIA

-assistant to the president for economic policy

-embassador to the UN

-director of office of management and budget

-deputy counsel to teh president for national security affairs

Secretary of Defense (makes what strategy)

(SECDEF)

National Defense Strategy (NDS)

Chairman, Joint Chiefs of Staff (makes what strategy)

(CJCS)

National Military Strategy (NMS)

President of the united states (makes what strategy)

National Security strategy (NSS)

What strategies lead to which? In order

National security strategy --> national defense strategy --> National military strategy

(NSS) --> (NDS) --> (NMS)

1986 Goldwater-Nichols DoD Reorg Act

-annual requirement

-inform congress

-US Interests, goals, objectives, tasks, risk assessments (Ends)

-assessment of IOP's (Means)

-freely available

NSS!

Nationa Defense Strategy (NDS)

-prepared by SecDef

-articulate the ways or strategic concents of the DoD will pursue to help execute the national security strategy

-provide guidance on when, where, and how forces should be employed

-classified

National Military Strategy (NMS)

-prepared by the chairman koint chiefs of staff (CJCS)

-focused on the organized application of military (means) in support of the broader national (political) objectives

Current National Strategic directions

-2017 National Security strategy

-2018 National Defense Strategy

-2015 National Military Strategy

NSS --> NDS --> NMS

Ends --> Ways --> Means

2002 National Security Strategy

-influenced by 9/11

-preemption, non-state terrorism, AIDS

2006 National Security Strategy

-broader in scope

-fighting for human dignity, protecting allies, developing economies, leading democracies

2010 National Security Strategy

-nuclear non-proliferation, climate change, reviving economy

-war against an ideology vs islamic radicalism

2015 National Security Strategy

-goal of a nuclear zero

-response to biological threats, climate change, reviving economy

2017 National Security Strategy

(America First Theme)

-rejections isolationism, embraces overseas leadership role, commit to allies

2017 National Security Strategy implicit themes are

-competition

-global economic prosperity

2017 National Security Strategy 3 major threats

-revisionist powers

-rogue regimes

-terror organizations and transnational criminal operations

2017 National Security Strategy distinctions

-energy dominance; climate change removed

-seeks balance between military capabilities and capacity

-space a priority domain

-national security innovation base (NSIB)

-recapitalize nuclear deterrent force and renew all three legs of nuclear triad

2017 National Security Strategy

4 pillars

1) protect the american people. the homeland, and the american way of life

2) promote american prosperity

3) preserve peace through strength

4) advance american influence

Pillar 1 Objectives

-pursue threats to their source

-keep america safe in the cyber era

-promote american resilience

-secure US borders and territory

> Defend against WMD

>>Prioirty actions (means)

>>>missle defense

>>>detect/disrupt WMD

>>>enhance counterproliferation measures

>>>target WMD terrorists

Pillar 2 Objectives (Ends)

-rejuvenate american economy

-lead in research, technology, innovation

-embrace energy dominance

-promote free, fair and reciprocal econ relationships

-promote and protect the US NSIB

Priority means

>protect intellectual property

>tighten visa procedures

>protect data and underlying infrastructure

Pillar 3 objectives

-renew america's competitive advantages

-competitive diplomacy and information statecraft

-renew capabilities

>military, defense industrial base, cyberspace, nuclear forces

-Priority Actions

>improve readiness

>grow the joint force

>modernize nuclear forces & infrastructure

>new approaches to acquisition

Pilar 4 Objectives

-Encourage aspiring partners

-achieve better outcomes in multilateral forums

-champion american values

Priority actions

>support the dignity of individuals

>protect religious freedom/minorities

>defeat transnational terrorist organizations

>reduce human suffering

2018 National Defense Strategy

and 3 distinct lines of effort

-strategic atrophy

-NSS Competitors

3 distinct lines of effort

-rebuilding military readiness; increase joint force lethality

-strengthening alliances; attract new partners

-reforming the departments business practices; greater performance and affordability

2015 National Military Strategy

-How our military instrument can support the other instruments of power and enable our network of allies and partners

-"The United States Military's contribution to National Security"

2015 National Military Strategy

-National Military Objectives

-Deter, deny, and defeat state adversaries

-disrupt, degrade, and defeat violent extremists organization

-strengthen our global network of allies and partners

2015 National Military Strategy

-prioritized mission

-maintain secure and effective nuclear deterrent

-conduct humanitarian assistance and disaster response

National Security Presidential Directive 54

the interdependent network of information technology infrastructures, including the internet, telecommunications networks, computer systems, and embedded processors and controllers

Cyberspace Defined

-a global domain

a global domain within the information environment consisting of the interdependent network of information techology infrastructures and resident data, including the internet, telecommunications networks, computer systems, and embedded processors and controllers

Cyberspace Domain

A man-made, interconnected operational realm characterized by use of the electromagnetic spectrum to manipulate information.

AF Cyber Mission

-24 AF Mission

-To operate, extend, and defend the Air Force Information Network, defend key mission systems, and provide full spectrum cyberspace capabilities for the joint war fighter in, through, and from cyberspace

-Mission assurance = operational success

Cyberspace Superior

the operational advantage in, through, and from cyberspace to conduct operations at a given time and in a given domain without prohibitive interference

Airmens Perspective

-Airmen think of airpower and the application of force from a functional rather than geographical perspective

-airmen leverage speed, range, flexibility, precision, time, and lethality to create effects from and within all domains

-Cyberspace operations are intrinsic to the conduct of modern airpower

-airmen conduct greatest percentage of global operations

-operations should be tightly integrated with capabilities of air and space domains and should be commanded by an Airman who takes a broader view of war

Cyber space threats differ in four ways from traditional threats

-Computer networks are a new target category, with computer network attacks capable of providing the same results as striking the traditional target with a kinetic weapon

-An attack does not have to use kinetic force and can solely involve a command from one computer to the target system

-The intended results are often not kinetic and could simply involve the manipulation of data or disruption of a service

-Cyberspace threats are not constrained by political boundaries or geography

Cyberspace Threats

-User error

-National States

-Insider threats

-hacker criminals

-extremists organizations

Vulnerabilities

-operating systems

-applications

-poor practices

-operators

JAG

-Judge Advocate General

>will offer counseling

>officer will still make the decision

Discipline enforced through laws

-at all times

-JAG contributes to enforcement

-upholding standards of the USAF off duty

>core values + UCMJ

>must be lived values

Military justice applies to

-enlisted

-officers

Why have a separate military justice system?

-3 reaons

-Good order and discipline

-worldwide operations

-crimes unique to the military

Good order and discipline

-may see a different order of operations in the military than civilian world

-military is more aggressive than civilian sector

-officers may want to pursue a case that the civilian courts wouldnt

-not typically a public forum

Worldwide Operations

-as long as you are on active duty UCMJ will apply

-contractors can be prosecuted

Crimes unique to the military

-fradulent enlistment

-desertation

-AWOL

-disrespecting superior officer

-disobeying superior officer

-conduct unbecoming of an officer

-refuse to obey a lawful order

Congressional authority with military law

congress shall have the power to make rules for the government and regulation of the land and naval forces

-form the code of military justice

President with regards to military justice

-commander and chief of the army and navy

Administrative actions a commander can perform

-unfavorable information file

-control roster

-reenlist request denial

-demotions

-administrative discharge

Types of administrative action

-verbal counseling

-letter of counseling

-unforavorable information file

-control roster

-reenlist request denial

-performance report

-demotions

-administrative discharge

Unfavorable information file (UFI)

-letter of reprimand

-will follow the mmeber

-can hinder promotions

-can increase scrutiny

Control roster

person is consistently monitored

Demotion

reduce someones rank

administrative discharge

-generally for the first term enlisted

-paperwork is served --> they have the right to respond

-wing commander will decide dismissal or not

Non-judicial punishment

-what is it

-who imposes it

-which article

-disciplinary measurement

-more serious than administrative measures

-less serious than acourt martial

-minor offense

-imposed by commanders

-article 15

>will reduce rank

>will reduce pay

>can lead to discharge

NJP Article 15

-offer of a forum

-benefits

-no standard

-offer of a forum

> commander serves as judge and jury

>commander punishment limited

-benefits

>no criminal record

>commander punishment limited

-no standard

> unlikely but the member can turn it down

>leads to trial which can be a court martial

--> have to be able to meet proof by reasonable doubt