2 3 Leadership Skills

CHAPTER 3

LEADERSHIP SKILLS

Food

Water

Air

• Higher needs are felt

only after basic

needs are satisfied.

• Survival is the most

basic human need.

People behave in ways that will best

satisfy their needs.

• The satisfaction of higher needs brings

a sense of well-being and pride.

• Food and safety seldom bring

happiness or sense of

accomplishment.

Survival needs are

similar for all people.

Higher needs vary

greatly mainly because

of the environment in

which the individual has

grown up.

Knowledge of human nature, and

what makes people behave as

they do, is important for a leader.

This chapter covers those things

that influence the behavior of people.

Everyone understands

the basic needs for food,

water, and shelter.

Once basic needs are satisfied,

desire for job approval, recognition,

and achievement will quickly take over.

Higher needs may never be completely

satisfied. That is probably good for it

might stop new ideas and initiatives.

Abraham Maslow

was one of the

foremost writers

on people’s

needs as

motivators.

His theory was that needs are arranged from lowest (physiological) to highest (self-fulfillment) in a hierarchy of needs order.

Individuals will try to satisfy all or nearly all

of the lowest level needs before they are

motivated to try those at higher levels.

The psychological feature that

arouses an individual to action

toward a desired goal

The reason for the action

That which gives purpose and

direction to behavior

Motivation

Two of Napoleon’s

many quotes

addressed the

concept long

before Maslow’s

theory.

“An army marches on its stomach.”

“A soldier will fight long and hard for

a bit of colored ribbon.”

A leader must be sure that the basic

needs of subordinates are satisfied,

then try to satisfy their higher needs.

Leaders can satisfy higher needs by:

• ensuring subordinates’ work gives

them the rewards of

~ belonging ~ status ~ advancement

• assigning jobs in a way that each

person does their part well and all

work toward the unit’s goal

Most people seek growth in their

work. They want:

• job responsibilities that use their

technical knowledge and ability

• to become skilled in their trade

Mastery of a job adds to a sense of

achievement.

Doing a “good job” in itself must be

personally rewarding.

People also desire proper recognition

for doing a job well.

This increases the drive to succeed.

Calling attention to mistakes is

necessary, but recognition of mistakes

alone will decrease the desire to achieve.

After inspecting a job, give deserved

compliments first, then follow with

constructive criticism, if needed.

The process of offering valid and

well-reasoned opinions about the

work of others, usually involving

both positive and negative

comments, in a friendly manner

rather than an oppositional one

Criticism or advice that is useful

and intended to help or improve

something, often with an offer of

possible solutions

Constructive Criticism

Most people want to contribute to the success

of the unit and organization, but they generally

need a boost or reward for doing a good job.

Leaders must remember this human nature

factor.

Sometimes a leader needs to impose

discipline when necessary to improve

attitude or performance:

~ additional physical training

~ verbal reprimand

~ written report

~ withhold advancement

recommendation

However, punishment alone cannot

motivate. Motivation is an inner force.

The motivated person is self-starting

and self-controlled.

What makes people want to do a better job?

In the civilian world, people doing a

better job directly affect production,

relationships with unions, and profits.

In the Navy, these things directly affect

morale, readiness, and reenlistments.

Surveys indicate there are nine main factors motivating people to do a better job. In order of importance:

1. Feeling that one’s work is important2. Opportunity to do interesting work3. Opportunity for self-development and

improvement4. Good pay5. Chance for advancement6. Respect as an individual7. Chance to produce work of high quality8. Knowing what is going on in the

organization9. High degree of freedom on the job

1. Feeling that one’s work is important

Motivating People To Do A Better Job

Motivating People To Do A Better Job

2. Opportunity to do interesting work

Motivating People To Do A Better Job

3. Opportunity for self-development

and improvement

Motivating People To Do A Better Job

4. Good pay

Motivating People To Do A Better Job

5. Chance for advancement

Motivating People To Do A Better Job

6. Respect as an individual

Motivating People To Do A Better Job

7. Chance to produce work of high

quality

Motivating People To Do A Better Job

8. Knowing what is going

on in the organization

9. High degree of freedom on the job

Motivating People To Do A Better Job

Items most often put at the bottom of

any such “motivations” listing are:

• the threat of disciplinary action

• not having to work too hard

• working under close supervision

Note that these three factors are

negative, whereas the previous nine

factors were all positive.

Motivating People To Do A Better Job

Management by overseeing the

performance or operation of a

person or group

Supervision

To help motivate,

a leader must:

• give each the

chance to develop

abilities and talents

• allow initiative

and judgment

within constraints

A marked innate ability, as

for artistic accomplishment

Natural endowment or ability

of a superior quality

Talent

High morale is the result of effective

leadership.

High Morale

No direction of human activity is

possible without it.

No failure is final until morale is

destroyed.

Morale is based on the belief of the

leader in the follower.

Morale is based on the belief of the

leader in the follower, of the follower

in the leader.

Morale is based on the belief of the

leader in the follower, of the follower

in the leader, of each in themselves.

Morale is based on the belief of the

leader in the follower, of the follower

in the leader, of each in themselves,

and both in the cause.

Morale

The state of mind of an individualaffected by:

~ living conditions

~ food

~ quarters

~ pay

~ duties

~ how important a person feels withinthe group

Everything that makes a person feel

well and satisfied builds up morale.

Everything that bothers a

person lowers morale.

To have high morale, an individual

must first have standards and goals

that make daily life meaningful.

Second, they need to know what must

be completed or solved in order to

reach those goals.

Third, a person’s basic goals must be

in line with other members of the group

who provide support in times of stress.

The leader must realize that high

morale is present only in groups

that are disciplined and efficient.

Morale can be measured by inspections

of personnel and their equipment.

Interviews can help determine if unit

morale is high or low.

Remember, nothing will destroy morale

so surely as inactivity and boredom.

A leader must plan a mix of work and

play to build and maintain high morale.

Following are some general rules for

building high morale in a unit. The

leader should:

1. Make people confident in his or her

ability.

2. Stay in touch with individuals’

problems and wishes.

3. Be consistent and fair in assigning

duties and in giving rewards and

punishments.

4. Show people that he or she respects

them and is proud to be with them.

Following are some general rules for

building high morale in a unit. The

leader should:

5. Keep well informed of attitudes.

6. Be accessible.

7. Participate in planning and carrying

out unit activities.

8. Actively supervise lower-ranking

leaders to be sure that they do their

jobs with the unit’s welfare in mind.

9. See that people have plenty of

opportunity for further education.

Following are some general rules for

building high morale in a unit. The

leader should:

10. Always be friendly, courteous and

tactful.

11. Know each individual by name.

It is “good business” for leaders to stay

in touch with each of their subordinates.

It is one of the most effective ways of

letting people know they are important.

A leader must believe that each person

has something of value to say and may

know something the leader does not.

Starting a Conversation

A leader should begin a conversation

with a subject of interest to the

subordinate.

“Break the ice” about unit activity,

school athletics, clubs, etc., not about

health, finances, family, or hobbies.

Starting a ConversationA leader should remember three things

when starting a conversation:

• No one wants their private affairs pried

into.

Starting a ConversationA leader should remember three things

when starting a conversation:

• No one wants their private affairs pried

into.

• Many people like to talk about

themselves to someone they can trust.

Starting a ConversationA leader should remember three things

when starting a conversation:

• No one wants their private affairs pried

into.

• Many people like to talk about

themselves to someone they can trust.

• The key to getting acquainted is a

sincere and unselfish interest in the

people being approached.

Starting a

Conversation

Probably the

best opening

subject is

something

about their

work, which

will be of

interest to

both.

Starting a Conversation

The following are some conversation

starters that may be helpful:

• A question about what they are doing

or planning to do

Starting a Conversation

The following are some conversation

starters that may be helpful:

• A question about what they are doing

or planning to do

• A comment on their skill or speed in

doing the work

Starting a Conversation

The following are some conversation

starters that may be helpful:

• A question about what they are doing

or planning to do

• A comment on their skill or speed in

doing the work

• A suggestion for improvement, if this

seems needed

Starting a ConversationThe following are some conversation

starters that may be helpful:

• An explanation of the importance of

the work

Starting a ConversationThe following are some conversation

starters that may be helpful:

• An explanation of the importance of

the work

• A question about how the activity can

be improved

Starting a ConversationThe following are some conversation

starters that may be helpful:

• An explanation of the importance of

the work

• A question about how the activity can

be improved

• A remark regarding similar activities

Starting a ConversationThe following are some conversation

starters that may be helpful:

• An explanation of the importance of

the work

• A question about how the activity can

be improved

• A remark regarding similar activities

• A question about their earlier

experience with similar work

Starting a Conversation

Any of these conversation starters can

lead into other topics, if the leader is

sincerely interested and will listen well.

Listening is a skill the effective leader

must have.

Listening

Listening

Few things make a person feel so

important or so good about themselves

as really being listened to by

someone they admire or respect.

Listening

It simply is not possible to listen to a person

while thinking about something else and

fool the speaker.

Despite trying to follow with smiles, frowns

or other signs, thinking about other things

is bound to show through.

Listening

To become a good listener:

• Stop working when someone is talking

to you.

Listening

To become a good listener:

• Accept the speaker as a fellow human

being with an interesting personality.

Listening

To become a good listener:

• Do not interrupt continually with

insignificant corrections or arguments.

Listening

To become a good listener:

• Do not belittle the speaker’s

experiences, plans, accomplishments,

or possessions with greater ones of

your own.

Listening

To become a good listener:

• Probably the worst thing a listener can

do is to tell the other people what they

mean, or to anticipate the point of their

story when they have scarcely begun.

It is discourteous and may interrupt

vital facts. Give the speaker a chance.

Ending a Conversation

Thoughtfully ending a conversation

is almost as important as starting or

keeping one going.

Ending a Conversation

The leader should not abruptly end a

conversation he or she started.

Ending a conversation without

damaging the pride or feelings of others

is an art every leader should develop.

Ending a Conversation

Consideration and good listening

are the keys to this art.

Ending a Conversation

Once a leader becomes known for

being willing to listen:

• the person who may be inclined to

talk too much will shorten his or her

chatter

• others will respect the leader’s time,

make their pitch, and depart

Ending a Conversation

Attentive, patient, open-minded listening

is one of the biggest skills in leadership.

PlanCounselListenKnow Resources

Know Human BehaviorKnow Needs

Set ExampleDedicated and Responsible

Manage-Administer-Supervise

Understand-Guide-Teach

A Leader Must Be And Do Many Things.

Summary

To be a leader, one must:

• understand, guide, and teach

Summary

To be a leader, one must:

• manage, administer, and supervise

Summary

To be a leader, one must:

• have a dedication and sense of

responsibility that inspires others

Summary

To be a leader, one must:

• set a good example at all times

Summary

To be a leader, one must:

• know people’s needs and understand

how these needs affect human behavior

Summary

To be a leader, one must:

• know how to deal with people and how

best to use resources

Summary

To be a leader, one must:

• listen effectively and give counsel

wisely

Summary

To be a leader, one must:

• plan ahead

Summary

This sounds like a monumental task

for anyone, but leadership (like any

other skill) is learned with patient

study and practice.

Summary

The NJROTC cadet leader must keep

in mind that promotion depends a lot

upon the effort and preparation put

into each task assigned.

After the basic human needs

are satisfied, what higher needs

will influence human behavior?

The person’s job and desire for

approval, recognition, and

achievement will take over

quickly.

After the basic human needs

are satisfied, what higher needs

will influence human behavior?

What are the basic needs of

man?

a. Food

b. Water

c. Air

What are the basic needs of

man?

Name three higher needs of

man.

a. Approval

b. Recognition

c. Achievement

Name three higher needs of

man.

What is a good "rule of thumb"

when making an inspection of a

job?

To give the deserved

compliments then follow with

constructive criticism,

if needed.

What is a good "rule of thumb"

when making an inspection of a

job?

Who was Dr. Abraham Maslow?

He was one of the foremost

writers on the topic of people’s

needs as motivators.

Who was Dr. Abraham Maslow?

What elements make up

Maslow's hierarchy, starting

with the basic needs?

a. Physiological needs

b. Safety needs

c. Belonging and love needs

d. Esteem needs

e. Cognitive needs

f. Aesthetic needs

g. Self-actualization

What elements make up

Maslow's hierarchy, starting

with the basic needs?

What must the leader do to

motivate followers?

Give each one the chance to

develop his or her abilities and

talents.

What must the leader do to

motivate followers?

What things are sure to destroy

good morale?

Inactivity and boredom

What things are sure to destroy

good morale?

What are three helpful rules to

consider when starting a

conversation?

1. No one wants their private

affairs pried into.

2. Many people like to talk

about themselves to

someone they can trust, who

will listen and understand.

What are three helpful rules to

consider when starting a

conversation?

3. The key to getting acquainted

is a sincere and unselfish

interest in the people being

approached.

What are three helpful rules to

consider when starting a

conversation?

Why is listening an essential

skill for an effective leader?

Few things make a person feel

so important or so good about

themselves as really being

listened to by someone they

admire or respect.

Why is listening an essential

skill for an effective leader?

What is morale?

It refers to the state of mind of

an individual or group

What is morale?

TRUE or FALSE. Leaders show

their subordinates that they are

important to the total

organization through

work-related conversations.

TRUE.

TRUE or FALSE. Leaders show

their subordinates that they are

important to the total

organization through

work-related conversations.

What are some negative

factors that can affect morale?

a. Threats of disciplinary action

b. Not having to work too hard

c. Working under close

supervision

What are some negative

factors that can affect morale?

TRUE or FALSE. Leadership

can affect morale.

TRUE.

TRUE or FALSE. Leadership

can affect morale.

To have high morale, an

individual must first have

what?

a. Positive standards and goals

b. A sense of what goals need

to be accomplished

c. Convictions and aims that

are in agreement with those

of other members of the

group

To have high morale, an

individual must first have

what?