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Navy Leader Development Program (NAVLEAD)
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Naval Orientation - Military manual for administrative purposes
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Master-at-Arms
3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. DEMONSTRATES    SELF-CONFIDENCE: Projects  an  ability  to  succeed,  to  reach challenging   goals,   or   to   overcome   ob- stacles. SEEKS  INFORMATION:  Gathers  data from  many  sources  to  ensure  actions  have potential  for  success. PLANS:  Sets  goals  and  organizes  own and   others’   work   to   accomplish   these efficiently. MANAGES   TIME   EFFICIENTLY: Develops ways of accomplishing multiple goals  in  a  limited  amount  of  time. ENFORCES   HIGH   STANDARDS: Models,  communicates,  and  upholds  the best  criteria  for  performance. PROMOTES  GOOD  WORKING  RELA- TIONSHIPS  WITH  THE  CHIEF:  Effec- tively  communicates  with  and  delegates work  to  the  chief  petty  officer. DEMONSTRATES   CONCERN   FOR SUBORDINATES:  Listens  to  subor- dinates  and  works  to  meet  their  needs. ACCEPTS   RESPONSIBILITY:   Shows willingness  to  make  difficult  decisions  and face  the  consequences. INFLUENCES:  Motivates  or  persuades others   to   act   or   to   accept   policy   or position. COMMUNICATES: Demonstrates verbal and  written  skills  in  presenting  ideas  and information  to  others. PROBLEM-SOLVES:   Analyzes   situa- tions to determine causes and acts to over- come  obstacles  and  reach  solutions. SUMMARY Leadership  in  the  Navy  is  the  process  of influencing  people  to  effectively  accomplish  the mission of the unit. Good leadership is essential in today’s military organization. Discipline must be  used  in  the  military  to  reinforce  the  leadership structure. You  may  see  your  leadership  role  as  encourag- ing your people to assume personal initiative and a  more  active  role  in  meeting  their  job  respon- sibilities.  This  approach  requires  you  to  have leadership skills in dealing with people to get them to  cooperate  and  willingly  participate. When  you  blend  your  personal  leadership skills  with  your  official  authority,  you  increase the productivity of your group. Successful leader- ship occurs when you cause your subordinates to accept   orders   without   any   undue   exertion   of authority  or  force  on  your  part.  To  be  a  leader, you must have followers; to be a good leader, you must  have  willing  followers. A key concept of leadership is flexibility. You must be flexible to deal with the many facets of your job, such as job deadlines and the capabilities of  your  people.  Your  leadership  style  should  be flexible  enough  to  fit  each  situation. For you to perform all work tasks yourself is impractical  and  impossible;  therefore,  you  must depend on your people to a large degree to do a good  job.  As  you  work  closely  with  your  people to get a job done, you will quickly recognize the need for cooperation and effort from your people. Seek  to  know  and  understand  your  people.  Try to build a spirit of teamwork and high morale so that they will willingly help you achieve the work goal. As  a  leader  you  can  practice  leadership  in many ways. You have several leadership styles to choose  from.  No  one  leadership  style  is  right  or wrong;   the   appropriate   style   depends   on   the people being led, the situation, and the require- ments  of  the  job. Remember,  leadership  is  more  than  a  list  of do’s  and  don’ts.  It  is  a  frame  of  mind  or  an attitude that you develop in dealing with people, your responsibilities, and your role in the chain of  command. Also  remember  that  by  applying  the  principles of management, you can make sound leadership decisions   with   skill   and   confidence.   Good managers   come   in   many   different   forms   and manage with a variety of styles. Whatever your personality, you can become a good manager. To do  so,  you  have  to  learn  the  techniques  of  good leadership  and  concentrate  on  training  yourself to  use  them.  You  must  realize  that  the  job  of managing can be very satisfying for those who are prepared  to  meet  its  challenges  but  frustrating  for those  who  have  not  mastered  the  basic  leadership techniques. REFERENCES Barnett,  Robin,  “A  Guide  for  Single  Parents,” All Hands  857  (August  1988):  36-37. Basic  Military  Requirements,  NAVEDTRA 12043, Naval Education and Training Program Management   Support   Activity,   Pensacola, Fla.,  1992. Military  Requirements  for  Chief  Petty  Officer, NAVEDTRA   12047,   Naval   Education   and Training  Program  Management  Support Activity,  Pensacola,  Fla.,  1992. 5-14

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