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.