A511.6.3.RB - A Leader From the Past

Think about your leaders from the past and reflect on their qualities. Did any of them exhibit the qualities of a transformational leader? Did the leader exhibit certain elements that made you want to work harder? In what ways were you transformed by the leader you are describing?

 After thinking about the many leaders from my past, I decided to reflect on Lt Col Christopher Joyce, my current squadron commander.  I have in the 509 Aircraft Maintenance Squadron for over two and a half years, most of which Col Joyce has been in command.  I'm currently in a position where I engage with him and other squadron supervision on a daily basis so I have firsthand knowledge of his leadership style, traits, and behaviors. I have been privileged to witness his actions and decisions as the commander.  Furthermore, Col Joyce has discussed his thoughts and decisions on many topics which have been beneficial for understanding his rationale and helping me grow as a leader. I can say with certainty that he exhibits the qualities of a transformational leader.


Northouse describes transformational leadership as "the process of how certain leaders are able to inspire followers to accomplish great things" (p. 190)  A leader accomplishes this through Idealized influence, inspirational motivation, intellectual stimulation and individualized consideration.

Idealized influence, or charisma, is an emotional component which "describes leaders who act as strong role models for followers; followers identify with these leaders". (Northouse, p. 167)  Col Joyce has expressed his charismatic leadership through his personality characteristics of self-confidence, desire to influence and strong moral values.  I have seen him deliberate decisions and confidently lead our squadron.  He has articulated his goals and communicated high expectations while inspiring us to enthusiastically accomplish the mission.

Col Joyce has encouraged squadron members to be creative, especially in finding ways to improve the squadron and morale.  Unlike other Commanders I've known in the past, he has allowed our sections to express individualism and camaraderie in a variety of ways.  With my section, for example, during Halloween, he allowed us to dress-up and decorate.  This may not seem like a big deal to most but in the military, especially in maintenance career fields, this is almost unheard of.  This ignited motivation and greatly increased morale.  The "Support" section has a bad reputation in the maintenance community as there is a stigma of this is where the "screw-ups" get sent.  However, this is not factual.  By Col Joyce allowing us the freedom to show pride in our section, we have lessened that stigma throughout the squadron and have influenced others to want to "join" our team.

Another initiative was an anonymous feedback website where squadron members can freely share their ideas for squadron improvement.  Through this process, Col Joyce has received dozens of innovative ideas for dealing with organizational issues.  By showing that he cares for us and is willing to work for us, Col Joyce has created a climate where we want to work harder for him.

Lt Col Joyce has also shown inspirational motivation through his actions.  He has implemented quarterly morale days, squadron picnics and Christmas parties.  Motivation and morale have increased through his focus on squadron improvements such as things as simple as new water fountains and murals.  One of the best examples of his inspiration was last year when he organized a Combat Dining Out.  This informal military "battle", filled with water fights and good-natured humor, began with Col Joyce riding in a trailer behind a lawnmower disguised as a tank, driven by our squadron chief.  Although extremely fun and a great way to let loose, this event was intended to integrate our team while reminding them of the bigger mission. It also included a motivational speech given by CMSgt Neil Jones, who has had several combat deployments as an EOD technician.

Finally, Col Joyce has displayed individualized consideration by providing a supportive climate.  He has personally acted as an advisor and mentor and constantly emulates the kind of leader I hope to become.  He is considerate, quick to listen and lend an ear.  Additionally, he thinks critically before making decisions and when it negatively affects a member of the squadron he takes his time to explain his reasoning.

Col Joyce's leadership has influenced me tremendously.  His support for the squadron has transferred down throughout the ranks making us a stronger, more cohesive team.  Furthermore, he has made me realize that you can enjoy yourself while accomplishing the mission; be firm yet fair; and influence without trying.  His charismatic and visionary leadership will forever be a reference point in my leadership journey.

"The 509th Aircraft Maintenance Squadron provides worldwide combat capability by planning and conducting all aspects of on-aircraft maintenance, launch and recovery of 20 B-2 aircraft in direct support of Joint Chiefs of Staff nuclear and conventional taskings.

The unit delivers maximum combat readiness while maintaining a deployable combat force capable of projecting B-2 global firepower at a moment's notice, anytime and anywhere."

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed). Los Angeles: SAGE

http://www.whiteman.af.mil/Units/509th-Maintenance-Group/

A511.5.3.RB_Lead like the Great Conductors

Itay Talgam's comparison of leadership and conductors is beautifully illustrated in this TED talk.   He displayed different styles of conducting orchestras and they tie seamlessly into the different styles of leadership that we have learned.  

The first video clip was of the Vienna Philharmonic Orchestra.  The conductor was very happy and seemed to spread the happiness.  Talgam explains "The joy is about enabling others people's stories to be heard at the same time."  This conductor displays a great deal of sociability, confidence, and positivity.  The next example is a different style of leadership.  This clip of Riccardo Muti showed how a leader can have too much control and be too directive.  He could possibly be described as Authority-compliance leader.  

Talgam also plays a clip of Richard Straus explaining how Strauss transfers his message. Strauss is all about playing by the book,  and execution of the music, no interpretation.   The next conductor might possibly be an example of impoverished management as he goes through the motions yet acts uninvolved (Northouse, p. 75).  Talgam describes it as "I don't give you any instruction yet you have to read my mind."  Rather than interacting with his team, he expects them to read his mind and lead themselves.  

One of the clips was of the famous conductor, Clyburn.  He is not telling them what to do. Talgam explains it's like being on a rollercoaster, there are much motivation and energy.  "When it's needed, the authority is there....He not only creates a process but also creates the conditions in the world in which this process takes place. "(Talgam, n.d.) 

Lastly, Talgam states leadership is "Doing without doing." I think this is a great analogy of leadership.  We must balance the line between leadership and management.  We are no longer the worker bees yet must get the work done without actually doing the work.  If we are too authoritarian, we lose our followers.  If we are too passive, the job may not get done.  We must lead the team and trust that they will follow so that together we can accomplish the mission.  

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed). Los Angeles: SAGE

Talgam, Itay. "Lead like the great conductors." Itay Talgam: Lead like the great conductors | TED Talk | TED.com. N.p., n.d. Web. 23 Apr. 2017. <https://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors?utm_source=tedcomshare&utm_medium=referral&utm_campaign=tedspread>.

A511.4.3.RB - Locus of Control

Before this week, I had never heard of Internal and External Locus of Control.  After taking the Rotter's Locus of Control Scale Test I have found that I have an internal locus of control.  Which, according to Northouse, pertains to followers who "believe that they are in charge of the events that occur in their life."(2016)

I very much believe that I have control over my life and what happens whether good or bad.  My decisions and actions determine outcomes.  The Path-Goal theory suggests that participative leadership is best for followers with an internal locus of control.  I would somewhat agree with this.  However, I think there are a lot of flaws with the Path-Goal Theory and don't think it's the most effective theory we've discussed so far.  The Situational approach seems more effective and in-line with my leadership.

My internal locus of control affects my leadership behaviors as I think that my actions and decisions affect my life and influence others as well.  First, I am very goal-oriented and have achieved a lot throughout my career.  Before becoming goal-oriented in my life, I was unmotivated and probably displayed an external locus of control.  However, the more goals I set, strived for and achieved allowed me to see my life differently.  For example, about five years ago, I decided to actually write out some SMART goals, one of which was to earn a 90% or higher on my physical fitness test.  Before setting this goal I didn't really care, realize that I could push myself, or make a difference.  After four months of training and running 3-times a week, I scored a 90.2% on my PT test. 

Nowadays, when giving feedback to my subordinates I make sure they create SMART goals and tell them my story.   My achievements show them that I have control over my life and outcomes. Through continuous follow-up, motivation, and encouragement I influence them to reach their goals. 

My internal locus of control also affects how I respond to others' leadership styles.  For example, when peers and supervisors make decisions that I do not agree with or like, I do not let it consume me or impact my decisions.  I realize that I can overcome the situation and see the positive side.  How I react also impacts my Airmen.  I believe that if I had an external locus of control, that attitude would spread throughout the section.  Therefore, I try to keep a positive outlook even in the midst of difficult situations and other leaders decisions. 

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed). Los Angeles: SAGE

A511.3.3.RB_Anderson Shane

When considering my different roles I realize that I use these different styles daily.  In fact, I can think of a situation recently with my 4-year old Hayden when he wouldn't get his shoes on even though he is very capable of doing so himself.  The situation played out something like this...



Me: Good job getting dressed Hayden.  Let's go ahead and get your shoes on now.  
Hayden: Ok.
After a few minutes, I check and doesn't have any shoes on, so I switch tactics. 
Me: Aright, let's do this together, I'll help you.  
Hayden: No, I can do it myself. 
Me: Ok. 
A few more minutes pass and no shoes. 
Me: That's it! Hayden, get your shoes on, Now. 
After several more minutes of no movement from the 4-year old, I grow impatient and delegate the task to my husband.
Me: Bryan, go make him get his shoes on. 


In the span of 10 minutes, I go from a coaching and supporting styles to directing and delegating.  I realize this is a very short and simplistic example but I believe it meets the intent.

I lead a very diverse team of 35 Airmen from 8 different Air Force Specialties.  They each have different competence and commitment levels.  Therefore, my style changes depending on who I am interacting with and the situation.  However, I think I tend to lean towards a Supportive role.  I encourage my team to come up with ideas to make our section more effective and efficient.  When we come up with ideas, I choose who will lead the projects that will highlight the Airmen's skills. Feedback is an essential part of my leadership.  Although it doesn't come easy or natural, I strive to give open and honest feedback to my troops and encourage them to do the same, both up and down the chain of command.

Nevertheless, there are times that I must take a more direct approach.  There is a certain Airmen that need to be told exactly what to do and how to do it.  They require constant supervision.  For example, last week at roll call I made a statement for everyone to complete a certain training requirement. Most of the Airmen got the training finished by the end of the day.  However, there were two that after 3 days had still not completed the training.  I sought them out, sat them down told them what training that needed done, where to find it and that it would be completed before they left at the end of the day.  I had to direct their behaviors to accomplish the task.

Recently, I've also had to take a delegating approach.  My direct supervisor was out of work for a month and I had the responsibility of doing his job as well as mine.  Therefore, I couldn't commit as much time to certain task as I would've liked.  In fact, I had to delegate several tasks to others in order to get everything accomplished in a timely manner.  One specific example involved handling the inventory of a number of our tools.  TSgt Cruz took control of this task and handled it as he saw fit, I did not intervene and he accomplished the task a full day ahead of schedule.  I believe this boosted his confidence as a leader and my confidence in him, as well.

As parents, coaches, friends and leaders we probably don't always choose the correct role or leadership style but as long as we strive to make that conscious choice we enable others to grow.  We must remain flexible and adapt to every situation.  There is no cookie-cutter leadership style that fits every follower or situation.

A511.2.3.RB - Reflecting on Leadership Traits

In considering the traits approach to leadership, I believe determination has definitely added to my ability to lead.  Northouse describes determination as "the desire to get the job done" (p. 24) Initiative, persistence, and drive is some of the characteristics associated with determination.  These traits have helped me go far in my career and have built upon my ability to lead.  I never imagined myself as a leader.  

As a kid, I was very shy and introverted.  When I joined the Air Force it was difficult to crack out of my "shell".  However, once I started getting promoted and put in positions with legitimate power, I realized I needed to step up to the plate to be the best Non-Commissioned Officer (NCO) and Senior NCO I could be.  My determination allowed me to overcome obstacles such as my quiet personality.  My drive to succeed has been rewarded with a promotion to the rank of Master Sergeant and earned me several awards, degrees, and certifications.  This has further led to me having increased knowledge and information that, in turn, I share with my team, peers, and supervisors. 

I am empathetic and friendly, which increases my influence with others.  I enjoy listening to others, hearing their stories and helping them through personal difficulties.  However, I am also passive which makes it difficult to hold others accountable when necessary.  

When I became an instructor, I assumed you needed a tough demeanor to deal with tech school students and to keep them in line.  Therefore, I adopted an aggressive style which did not come naturally. In fact, it was almost painful to yell at students and pretend to be the hard as nails instructor.  It didn't take long for me to realize this wasn't effective for my students and wasn't beneficial to my leadership or well-being.  

Now, I understand that it is more of a balancing act.  Being passive gives others the opportunity to challenge my authority and not trust my leadership whereas aggressive leadership pushed others away and created undue conflict. My aim is to be an active and assertive leader; firm and fair. I still must hold others accountable for their actions but try to do it in ways that suit my leadership style.  I believe this is how to show authenticity and transparency.  

Although these traits have added to my ability to lead, there are others that I am lacking.  Self-confidence has always been a struggle for me.  I tend not be self-assured in my abilities.  Nevertheless, I have taken the "fake it till you make it" attitude towards confidence.  Surprisingly, this has helped overcome tricky situations that I otherwise wouldn't have felt sure of.  It has also built my confidence level a little bit over time.  

Northouse, P. G. (2016). Leadership: theory and practice (7th ed.). Thousand Oaks, CA: SAGE.