Rte1
REFLECTIVE THIKING ESSAY ONE: LEADERSHIP MANIFESTO
If you were to ask my subordinates about me, they would probably tell you that I am a very mission-oriented, no-nonsense, down to business type leader. They would most likely say something about being somewhat crass, rude or angry, but that I complete what I set out to do. Additionally, you would probably get some remarks about my job knowledge and performance –and how I am always the first in and last out during the duty day. Conversely, if you were to ask my supervisor about how I am as a follower, he would undoubtedly say that I’m a hard-nose. Typically whenever ideas are getting thrown around in the flight office and I don’t agree with them, I make sure everyone knows about it--and why that is. He would say I’m a hard-worker and see through all tasks that I’m assigned, some of which may take some outside-the-box thinking. The leadership style I use is a mixture of autocratic and democratic and is situational dependent. I feel it is an effective style due to the very nature of my work. If something has to be done quickly and without thought on my subordinates’ part, I tend to be very autocratic so they are able to focus on what actually needs to be done and not get caught up in trying to decide what the best course of action is. On the contrary, if there is time for decisions to be made, and, especially if the decision is one that will affect more than myself, I try and get input from everyone to get their thoughts. I think this is the best way to get people to buy-in to a process and take a bit of ownership with it. I don’t consider myself to be a great NCO. By no stretch of the imagination am I the most professional person. I have nowhere near the amount of tact that is acceptable and I don’t hesitate to let you know exactly where you stand with me, regardless of how long I’ve known you. Just perusing through AFI 36-2618, I could pick out 3 or 4 general NCO responsibilities that I don’t
If you were to ask my subordinates about me, they would probably tell you that I am a very mission-oriented, no-nonsense, down to business type leader. They would most likely say something about being somewhat crass, rude or angry, but that I complete what I set out to do. Additionally, you would probably get some remarks about my job knowledge and performance –and how I am always the first in and last out during the duty day. Conversely, if you were to ask my supervisor about how I am as a follower, he would undoubtedly say that I’m a hard-nose. Typically whenever ideas are getting thrown around in the flight office and I don’t agree with them, I make sure everyone knows about it--and why that is. He would say I’m a hard-worker and see through all tasks that I’m assigned, some of which may take some outside-the-box thinking. The leadership style I use is a mixture of autocratic and democratic and is situational dependent. I feel it is an effective style due to the very nature of my work. If something has to be done quickly and without thought on my subordinates’ part, I tend to be very autocratic so they are able to focus on what actually needs to be done and not get caught up in trying to decide what the best course of action is. On the contrary, if there is time for decisions to be made, and, especially if the decision is one that will affect more than myself, I try and get input from everyone to get their thoughts. I think this is the best way to get people to buy-in to a process and take a bit of ownership with it. I don’t consider myself to be a great NCO. By no stretch of the imagination am I the most professional person. I have nowhere near the amount of tact that is acceptable and I don’t hesitate to let you know exactly where you stand with me, regardless of how long I’ve known you. Just perusing through AFI 36-2618, I could pick out 3 or 4 general NCO responsibilities that I don’t