Learn to Lead Chapter 9 Review

Officership

• The birth of the modern military increased the officers’ professional expectations by allowing professional knowledge to dictate their appointments and advancements.

• A meritocracy guides the selection of officers by allowing individuals to climb the ranks based on merit.

  Egalitarian: Relating to the principle that all people are equal and deserve equal rights and opportunities

• By swearing an oath of office, an officer professes what they will do and whom he or she will swear his or her allegiance to.

  Circumscribe: To restrict within limits

• Unlike direct leadership, indirect leadership focuses on leading in context with and through other leaders

  4 Forms of Indirect Leadership

  1. Leadership from a Distance - Leaders who are concerned with the development and performance of individuals who do not directly report to them

  2. Leadership through a Link - Leaders who work through subordinate leaders; each link represents a relationship in the chain of command between leaders and their followers

  3. Leadership through Creations - Leaders use slogans, logos, and mission statements to steer culture, provide a picture of the organization

  4. Upward Influence - The subordinate leads the supervisor, instead of vice versa; this is a positive form of indirect leadership as it allows the most competent people to have more say in decision-making

• Organizations and leaders are expected to honor a public trust because it holds them accountable for their actions.

  Sample Issues of Corporate Social Responsibility (CSR):

• Corruption - abuse of entrusted power for private gain

• Stewardship - careful management of what is not yours

• Philanthropy - donating to a purpose higher than oneself

• Sustainability - taking a long-term systems view as to how an organization impacts the environment

• Professionals often join professional associations in their efforts to honor the public trust

• Most professional associations adopt a code of ethics to communicate its moral standards all members are expected to honor

  Dissent: The expression of opinions contrary to the official view; a means for a leader to call attention to obligations that are higher than the duty to follow orders

• Dissent is important for the team’s success as the collection of unpopular views strengthens team efficiency and leads to a greater amount of cohesiveness

  • Additionally, dissent should be valued within the military to promote efficiency in completing mission objectives

Principles for Dissenting with Respect

• Use the Chain of Command

• Stay professional and in control of your emotions

• Recommend solutions

• Do not claim the right to criticize an idea unless you can summarize that idea in such a way that someone espousing the opposing view would admit your summary is fair

• Pick your battles

Principles for Encouraging/Receiving Dissent

• Be mindful of your stress reactions and defensive behaviors

• Do not take it personally if someone challenges your views

• Assume good faith

• Grant that the dissenter is trying to help the team, not make trouble

• Thank people for being brave enough to speak up

• Give credit

Moral Reasoning

• Leaders must be skilled in moral reasoning due to their roles in resolving problems with ethical dimensions

• Moral relativism states that right and wrong depend on either the culture of a particular civilization at a particular moment in history or one is personal judgment

• Moral objectivism states that some moral principles have universal validity, despite cultures disagreeing on ethics over time

  Teleological: something that is working toward a final goal or result; from the Greek telos for distant and logos for thought

  Principles of Virtue Ethics:

• Authentic Happiness - In virtue ethics, happiness is about fulfillment; the self-satisfaction you get by living up to your potential

• Virtue as the Path to Happiness - A virtue is an excellence of your moral character that helps you become all you can be

• The Pursuit of Virtue - Consists of the right desire, true reason, balance, discipleship, and habits of character

  Principles of Duty Ethics:

• The Concept of Duty - what a person is obligated or required to do

• The Categorical Imperative - states to “act only on the maxim which you can at the same time will as a universal law”; ask “What if everyone did this?” (- statement “do NOT act unless …”)

• The Practical Imperative - states to “act so as to treat every rational being … never a means only, but always also as an end”; also teaches that people have inalienable rights (+ statement; golden rule)

  Principles of Utilitarianism:

• An Ethic of Selflessness

• Justice

  Principles of “Just War Theory”:

• War is moral only if waged as a last resort

• War is moral only if waged by a legitimate authority

• War is moral only if it pursues a just cause

• War is moral only if it fought with right intentions

• War is moral only if it can be fought with a reasonable chance of success

• War is moral only to re-establish peace

• War is moral only if the pain inflicted is proportional to the injuries suffered

• War is moral only if every effort is made to spare the lives of the innocent

Character Formation

Character Formation: Any program designed to shape directly and systematically the behavior of young people

Behaviorism: A belief in systematically employing rewards and punishments to control behavior

• ex. merit/demerit systems and modeling

• W: lectures, lack of rapport in modeling, difficult to find reasons to award merits

• In the context of character education, developmentalism is concerned with how young people systematically mature in their approach to moral and character issues in their life span

Kohlberg’s Theory:

• Obedience and Punishment

• Individualism

• Interpersonal Relations

• The Social Order

• Social Contract

• Universal Principles

• Leaders try to assist their students in reaching the next stage of their moral development

• Critics say that Kohlberg’s stages measure intellectual development, rather than a person’s actual commitment to Core Values

Conflict Resolution

5 Types of Conflict:

1. Parallel conflict - two (or more) disagreeing parties accurately perceive what is in conflict

2. Displaced conflict - there is true, underlying conflict, but attention is paid to the manifest or apparent conflict

3. Misattributed conflict - when conflict is inaccurately perceived such that it is attributed to the wrong person

4. Latent conflict - that which should be occurring, but is not

5. False conflict - a disagreement that has no basis in reality

5 Phases of the Model of Interpersonal Conflict:

1. Distal (Background) Context - a setting or a history shapes conflict from the beginning

2. Proximal (Immediate) Context - involves the immediate circumstances affecting the conflict; cause-and-effect of conflicts

3. Conflict Interaction - the focal process of the conflict; each side deploys tactics and strategies to win

4. Proximal Outcomes - immediate outcomes

5. Distal Outcomes - long-term outcomes

Key Points for Managing Conflict:

1. Describe what you see through factual information

2. Explore and consider the universe of interpretations to the event/behavior

3. Map the dimensions of the conflict

4. Evaluate your interpretation and identify the reactions

5. Analyze the causes of the conflict

6. Allow each side to be heard

7. Reframe a fuller definition of the problem based on understanding from multiple perspectives

8. Develop a constructive strategy for dealing with the conflict

9. Develop a range of alternative approaches/solutions and test them for vitality

10. Achieve solutions that take into account interests, not positions

Negotiation: A deliberate process for two or more people or groups to solve a difference or problem

• A negotiator tries to build credibility with the other side and find common ground, learn to the opposing position, and share information

Best Alternative to a Negotiated Agreement (BATNA): What you would do if negotiation would fail

• Can be used to motivate the opposite party to stay in a negotiation

5 Basic Negotiation Strategies:

1. Evade - passive, unassertive strategy where you do not have any motivation to work your expectations or meet their expectations

2. Comply - delegates the responsibility for the conflict’s resolution with another person or party

3. Insist - “winner takes all” approach to solving a single issue; leaves little room for movement and/or compromise

4. Settle - both sides seek resolution without getting their way or giving in to the opposition

5. Cooperative Negotiating Strategy (CNS) - depends on each party’s desire to achieve both a mutually satisfactory outcome while managing the relationship itself

• Negotiating is necessary for cadet officers as it Is a form of leadership that aids them in mission success

6 Steps to Speaking Up:

1. Be Ready

2. Identify the Behavior

3. Appeal to Principles

4. Set Limits

5. Find an ally/Be an ally

6. Be Vigilant