Strategy within my organization relies heavily on downward leadership as well as upward leadership. I will analyze the question as it pertains to my squadron of 500 maintenance personnel.
The 509th Aircraft Maintenance Squadron maintains 20 B-2 Stealth Bombers. "Aircraft and equipment readiness is the maintenance mission" (AFI 21-101, 2015, para 1.5). Our strategy is simple; train the people we have to meet the skill level needed to maintain our aircraft. Squadron and Group leadership "ensures manning resources are strategically distributed to provide the greatest possibility for mission success" (AFI 21-101, 2015, para 2.6.1). The manning situation in any given day changes depending on several factors such as medical, training, appointments, leave, and deployments. For example, today we had two aircraft scheduled to fly. There were 7 Non-Commissioned Officers (NCO) and 6 Airmen (Amn) scheduled to work dayshift. However, two of the NCOs were out-processing for deployments, one was assigned for a special task, one had several appointments and one was not fully qualified. That left me two fully-qualified NCOs. Also, out of the 6 Airmen, 1 was assigned a special task and another had the day off so I only had four Airmen available to work. As the production superintendent, it is my responsibility to direct the overall maintenance effort (AFI 21-101, 2015). I had to strategically manage my NCOs and Airmen in order to fly the aircraft as scheduled while also allowing time for lunch and appointments. That would not be possible without upward communication from the NCOs and Amn. Nor would it be possible to successfully accomplish the mission without sideways communication from the Section Chiefs letting me know about qualifications, appointments and special taskings for the Airmen. Also, I cannot effectively do my job without receiving downward communication from my bosses about the flying schedule for the day and any deviations or changes that may arise.
Reflecting on the diagram (Obolensky, 2014, figure 9.5; p.162) "the vicious circle for leaders", I realize that I have seen this in my organization. If I am truly honest, in the past I have been the leader that gets concerned and takes a more hands-on approach. For example, when I held the role of the Support Section Chief I had a open-door policy, eager to help in any way I could and eventually found myself in a similar situation as the investment banker on page 160 of the text. Looking back, I was often too helpful and possibly (probably) drove my followers and myself into the vicious circle. After considering the readings in this module, I understand "behaviour breeds behaviour" (Obolensky, 2014, p. 161). My willingness to help my team lessened my follower's confidence which drove them to come to me more often with problems and led to me getting more involved.
As the Production Superintendent (Pro Super) I am in an office with other Senior NCOs who all, in my opinion, operate at Level 5 followership. I would venture to guess that is why we were chosen for this position. Pro Supers have to make quick decisions about aircraft status and must manage, control and direct resources effectively to accomplish the mission (AFI 21-101, 2015). My job requires me to, as Obolensky states, get on and inform supervision in a routine way such as during turn-over and daily production meetings (2014). Maintenance supervision rely on Production Superintendents to manage the aircraft and personnel on a daily basis and figure out the best course of action in hazardous and sometimes emergency situations (i.e. an in-flight emergency landing).
While my office operates at a Level 5 followership, I manage NCOs and Amn who operate at different levels of followership. Therefore, it is important to know that how a leader behaves will dictate the level of followership maturity (Obolensky 2014). A new Airman may wait to be told what maintenance to be done and tools needed whereas an qualified NCO may seek approval and ask for suggestions. Conversely, there may be a new Amn who asks for suggestions and some NCOs who wait to be told what to do. There are a myriad of situations which will require 'situational' consideration to advance their followership 'skills'. "The key point is to start where the observed behavior is (rather than where you want to see it) and go step by step" (Oboloensky, 2014, p. 161).
I designed a new circle; one that would promotes strong followership and leadership at any level with my organization. My cycle starts out with the follower asking for advice on how to accomplish, or approach a new task. The leader leads realizes the followers potential and takes on a coaching or mentoring approach, thus building confidence in the followers ability to take charge of tasks. As this cycle happens, the follower will continue to grow as a follower, and will continue to build more and more confidence in his or her own abilities. Eventually, they will reach the Level 5 followership needed to be a highly productive employee. Leadership has a huge role in helping the employee reach this level. Yet, organizations stand or fall partly on the basis of how well their followers follow (Kelly, 1988). An follower’s confidence is important, but having confidence in your follower’s abilities is immeasurableI designed a new circle; one that would promotes strong followership and leadership at any level with my organization. My cycle starts out with the follower asking for advice on how to accomplish, or approach a new task. The leader leads realizes the followers potential and takes on a coaching or mentoring approach, thus building confidence in the followers ability to take charge of tasks. As this cycle happens, the follower will continue to grow as a follower, and will continue to build more and more confidence in his or her own abilities. Eventually, they will reach the Level 5 followership needed to be a highly productive employee. Leadership has a huge role in helping the employee reach this level. Yet, organizations stand or fall partly on the basis of how well their followers follow (Kelly, 1988). An follower’s confidence is important, but having confidence in your follower’s abilities is immeasurable.
References:
AFI 21-101. (2015, May 21). Washington, D.C.: Dept. of the Air Force. Retrieved March 18, 2018, from http://static.e-publishing.af.mil/production/1/af_a4/publication/afi21-101/afi21-101.pdf
Obolensky, N. (2014). Complex adaptive leadership (2nd ed..). London, UK: Gower/Ashgate
Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142-148.
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