Competency-based Leadership for Direct through Strategic Levels

Solve your problems or get new ideas with basic brainstorming

Get Started. It's Free
or sign up with your email address
Rocket clouds
Competency-based Leadership for Direct through Strategic Levels by Mind Map: Competency-based Leadership for Direct through Strategic Levels

1. To succeed and create true commitment, subordinates should perceive influencing methods as authentic and sincere. Positive influence comes from leaders who do what is right for the Army.

2. Leads with confidence in adverse situations

2.1. Provides leader presence at the right time and place.

2.2. Displays self-control, composure, and positive attitude

2.3. Remains decisive after discovering a mistake.

2.4. Acts in the absence of guidance.

2.5. Does not show discouragement when facing setbacks.

2.6. Remains positive when the situation becomes confusing or changes.

2.7. Encourages subordinates when they show signs of weakness.

3. Methods of Influence

3.1. Influence is the essential element of leadership. Influence refers to how people create and relay their messages, behaviors, and attitudes to affect the intentions, beliefs, behaviors, and attitudes of another person or group of people. Influence depends upon relationships where leaders build positive rapport and a relationship of mutual trust.

3.2. Pressure is applied when leaders use explicit demands to achieve compliance, such as establishing task completion deadlines with negative consequences imposed for unmet completion. This method should be used infrequently since it tends to trigger resentment from followers, especially if the pressure becomes severe.

3.3. Legitimating occurs when leaders establish their authority as the basis for a request when it may not be obvious. In the military, certain jobs must be done regardless of circumstances when subordinate leaders receive legitimate orders from higher headquarters.

3.4. Exchange is an influence method that leaders use when they make an offer to provide some desired item or action in trade for compliance with a request.

3.5. Personal appeals occur when the leader asks the follower to comply with a request based on friendship or loyalty. This may be useful in a difficult situation when mutual trust is the key to success.

4. PROVIDING PURPOSE AND MOTIVATION

4.1. Point 1

4.1.1. Leaders influence others to achieve some purpose. To be successful at exerting influence, Army leaders have an end or goal in mind. Sometimes the goal will be very specific

4.2. Point 2

4.2.1. Leaders in command positions use commander’s intent to convey purpose. Commander’s intent is a concise expression of the purpose of the operation and the desired end state.

4.3. Point 3

4.3.1. In addition to purpose, leaders provide direction. Direction deals with how to achieve a goal, task, or mission. Subordinates do not always need to receive guidance on the details of execution

4.4. Mission command conveys purpose without providing detailed direction. It provides the greatest possible freedom of action to subordinates, facilitating their abilities to develop the situation, adapt, and act decisively in dynamic conditions within the commander’s intent.

4.5. Motivation is the reason for doing something or the level of enthusiasm for doing it. Army leaders use the knowledge of what motivates others to influence those they lead.

4.6. It is important for the leader to define ‘what’ and ‘why’ clearly. Subordinates should be able to start the process with the end in mind by knowing what success looks like and how they can track progress.

5. USING COMPLIANCE AND COMMITMENT

5.1. Goal 1

5.1.1. Compliance is appropriate for short-term, immediate requirements and for situations with little risk tolerance. Compliance methods are appropriate for leaders to use with other.

5.2. Goal 2

5.2.1. Commitment generally produces longer lasting and broader effects. Whereas compliance only affects a follower’s behavior, commitment reaches deeper—changing attitudes, beliefs, and behavior.

5.3. Goal 3

5.3.1. Commitment grows from an individual’s desire to gain a sense of control and develop self-worth by contributing to the organization. Depending on the influence objective, leaders can strengthen commitment by reinforcing followers’ identification with the nation.

6. Application of Influence

6.1. The nature of the mission determines which influence method or combination of methods is appropriate.

6.2. When influencing their followers, Army leaders should consider—   Compliance-seeking influence focuses on meeting and accounting for task demands. 

6.3. The objectives for the use of influence should be in line with the Army Values, ethics, the Uniform Code of Military Justice, the Soldier’s Creed, and the Civilian Creed.

6.4. Commitment-encouraging influence emphasizes empowerment and long-lasting trust.

7. RESOLVING CONFLICTS

7.1. Conflicts can be categorized as work-based such as clarifying roles, competing for resources, or generating different solutions to the same problem, or individual-based such as personality differences,annoyances, and tension. Work-based conflicts

7.2. Conflict is the process in which one individual or group perceives that another individual or group negatively affects their interests

8. Exemplifies the Warrior Ethos

8.1. • Removes or fights through obstacles, difficulties, and hardships to accomplish the mission.

8.2. • Demonstrates the will to succeed.

8.3. Demonstrates physical and emotional courage.

8.4. Shares hardships with subordinates.

9. Creates shared understanding

9.1. Shares necessary information with others and subordinates.

9.2. Protects confidential information.

9.3. Coordinates plans with higher, lower and adjacent organizations.

9.4. Keeps higher and lower headquarters, superiors and subordinates informed.

9.5. Expresses thoughts and ideas clearly to individuals and groups.

9.5.1. Recognizes potential miscommunication.

9.6. Uses appropriate means for communicating a message.