Leadership Philosophy Test Questions – Flashcards

Command The authority a person in the military lawfully exercises over subordinates by virtue of rank and assignment or position. Management A process of planning, organizing, coordinating, directing, and controlling resources to accomplish a mission. Leadership The act of influencing others to accomplish the mission

• Based upon recognizing and utilizing our most important asset, the individual Marine. • Only outstanding leadership will allow you to channel the talent and energy of that Marine in the right direction. • Accomplished through healthy relationships between leaders and subordinates. • Should be of the utmost mutual respect which is hard won and easily lost.

• Our philosophy is characterized by the belief that leadership qualities can be developed within the individual Marine. • Marine leaders have the responsibility for developing leadership qualities in subordinates. - "We grow our own leaders." • If we fail to develop these young Marines, we fail to preserve the Marine Corps as a premier leadership institute and to uphold the legacy of those who went before us. DEVELOP THE LEADERSHIP QUALITIES OF MARINES TO ENABLE THEM TO ASSUME PROGRESSIVELY GREATER RESPONSIBILITIES TO THE MARINE CORPS AND SOCIETY

• Marine Corps doctrine demands professional competence among its leaders. • Marine leaders must be true experts in the conduct of war. • Leaders must be men and women of action and intellect both, skilled at getting the job done while at the same time conversant in the military art. • Resolute and self-reliant in their decisions, they must also be energetic and insistent in execution

• The Marine Corps style of warfare requires intelligent leaders with boldness and initiative. • Trust is an essential trait among leaders. • We must not stifle boldness or initiative; we must continue to encourage both traits. • However, we should deal severely with errors of inaction or timidity. NO ZERO DEFECT MENTALITY LACK OF ORDERS DOES NOT JUSTIFY INACTION

• All Marines should feel they belong. We should promote camaraderie and brotherhood throughout the Marine Corps, regardless of rank. • The end result should be a Marine Corps that benefits from good order, discipline, unit cohesion, and teamwork. • We begin by developing good leadership qualities in ourselves so we can develop those around us. INDIVIDUALLY WE ARE ONE DROP, TOGETHER WE ARE AN OCEAN

• The philosophy of command cannot function effectively unless our philosophy of leadership supports it. • The philosophy of leadership concentrates on the development of leadership in subordinates. • The philosophy of command (decentralized) depends on subordinate leadership and initiative. Narrator: FMFM 1 states that philosophy of command cannot function effectively unless our philosophy of leadership supports it. Our philosophy of leadership concentrates on the development of leadership in subordinates, and our philosophy of command (decentralized) depends on subordinate initiative and leadership.

PHILOSOPHY OF COMMAND -NECESSITY FOR INDIVIDUAL INITIATIVE AND RESPONSIBILITY WITH COMMANDERS INTENT -BASED ON OUR WARFIGHTING STYLE, MUST BE DECENTRALIZED -EXPLOITS IMPLICIT COMMUNICATION -INCORPORATES THE "TRAIN LIKE YOU FIGHT" MENTALITY -HOW WE ACCOMPLISH THE MISSION PHILOSOPHY OF LEADERSHIP -STRESSES THE ATMOSPHERE AND REALTIONSHIP AMONGST MARINES OF DIFFERENT GRADES -CONTRATES ON DEVELOPING SUBORDINATE MARINES -FOSTERS A MENTORING ATMOSPHERE -NO ROOM FOR ZERO DEFECT MENTALITY -HOW WE TAKE CARE OF OUR PEOPLE

• Philosophy of command must recognize that war is inherently disorderly, uncertain, dynamic, and dominated by friction. • Maneuver is a style of warfare that is particularly disorderly. • Command must be decentralized through mission tactics in war as well as in preparations for war (garrison). • "Train like you fight, fight like you trained." • For commanders to try to gain certainty as a basis for actions, maintain positive control of events at all times, or shape events to fit their plans is to deny the very nature of war DECENTRALIZED SYSTEM Certainty before action is lost opportunity (and initiative). • Maintaining positive control over subordinates slows tempo and inhibits initiative. • We must not impose precise orders. • We must be prepared to adapt to changing circumstances and exploit opportunities as they arise, rather than adhering insistently to predetermined plans

• Centralized systems need only one competent leader. • Decentralized systems require leaders at all levels to demonstrate sound and timely judgment. • Our philosophy requires confidence among seniors and subordinates. As a result, initiative becomes an essential element

• No amount of technology can reduce the human dimension. • Philosophy of command must be based on human characteristics rather than on equipment and procedures. • Equipment and policies can enhance our ability to command, but they must not be used to replace the human element of command. - Example: E-mail can enhance our ability to communicate with the members of our command, but it should not be used to replace formations or keep us from being visible to our troops. • Our philosophy must accommodate and exploit human traits such as boldness, initiative, personality, strength of will, and imagination.

• Our philosophy of command must exploit the human ability to communicate implicitly. • Implicit communication is the use of minimal expressions and key phrases to communicate quickly and effectively. • Implicit communication can only occur once trust and familiarity are established. • The kind of trust and familiarity required for implicit communication can only be fully gained through personal leadership.

• Our command philosophy does not apply only during war. • We cannot expect subordinates to exercise boldness and initiative in the field when they are accustomed to being over-supervised in garrison. • The command philosophy should apply in preparations such as training, procuring equipment, administration, and police call

• Marines exercise their duties, responsibilities, and authority within the organizational structure of the Marine Corps. • Responsibility and authority are inherent in your role as a Marine leader. • The greater your rank, the greater your responsibility and authority to influence the mission and your Marines. Narrator: Marines exercise their duties, responsibilities, and authority within the organizational structure of the Marine Corps. Without organizational structure, the Marine Corps would be a shapeless, ineffective force unable to carry out its assigned mission. Responsibility and authority are inherent in your role as a Marine leader. The greater your rank, the greater your responsibility and authority to influence the mission and your Marines. RANK IS GIVEN TO YOU TO ENABLE YOU TO BETTER SERVE THOSE ABOVE AND BELOW YOU. IT IS NOT GIVEN TO YOU TO PRACTICE YOUR IDIOSYNCRASIES- MCRP 6-11B

The rank structure provides for a set chain of command. • The organizational concept of chain of command provides structured communication for command and control purposes both on and off the battlefield. • It provides the authority of the "who is in charge" required to get the mission accomplished. • It is a concept that decentralizes execution of order to the lowest organizational level affected by the decision. • The chain of command effectively executes orders while administering to the needs of its personnel

There are two major roles a Marine is expected to fulfill: • Institutional • Organizational

• This role centers on the ideas and goals of expected behavior for Marines by the Marine Corps as a professional institution. • Marine Corps leadership traits and principles are examples of expected institutional behaviors. • Some institutional roles include: - Role as an enlisted Marine. - Role of a specific grade. - Adherence to the code of conduct. - Complying with customs, courtesies, and traditions. - Serving as an example, sharing hardship and danger, and—above all—upholding high standards. INSTITUTIONAL ROLE: NEGATIVE IMPACTS There are negative impacts when a Marine fails in their individual responsibilities to their institutional role: • Sets poor example for seniors, peers, and subordinates. • Loses credibility. • Damages overall prestige and respect of the institution. • Loses special trust and confidence. • Condones or reinforces the acceptance of lower-standards of conduct, professionalism, discipline, morale, and esprit.

• Organizational roles include additional expected behaviors that go with a specific unit. • The organizational role enables the individual to identify with the unit. • The expected behaviors set the organization apart and give it a special nature. • The behaviors may require adaptation of specific customs, dress, and characteristics ORGANIZATIONAL ROLE - NEGATIVE IMPACTS There are negative impacts when a Marine fails their individual responsibilities to their organizational role: • Disrupts the normal functioning of the chain of command. • Disrupts communication flow. • Seniors may lose confidence in junior Marines. • Seniors may feel the need for closer supervision of junior Marines. • Seniors may begin personally making all decisions.

• Followership must be an integral part of our philosophy. • Marines should set the example as leaders and as followers. • Followership is how future leaders are tempered and how we ensure professionalism at all levels. The most effective leaders are good followers. • They set the example of followership and leadership. • They do not pick and choose which orders they will or will not follow. • They accept the necessity for compliance and are fully committed to serving others.

• Marines must know what is unacceptable between ranks in the work place or in a social setting. • These parameters are dictated by the senior in a manner that will not embarrass the junior. • Loyalty, obedience, and discipline can be achieved without destroying independence.

RESPECT, ORGANIZATIONAL VALUES, PERSONAL VALUES, RANK/BILLET

• This is the ultimate goal every person attempts to achieve in their career. • Respect can be achieved with recognition outside of your stated authority, rank, or title. • People follow you because of who you are and what you represent. • Your talent is actively pursued by those who want to be around you

• Here, Marines at all ranks begin to see your contributions to the organization as a whole. • Connections are forged between organizational and personal success. • Vertical and horizontal cohesion is reached with a competitive spirit, elevating quality. Members easily adjust to variables in mission requirements, with little effort. • The longer a leader remains at this step, the more the organization and its Marines will grow.

• Marines will begin to follow you because they want to. • This is achieved through demonstrated positive leadership traits, values, and principles. - Goals may change, but values do not. Goals are set, values are lived. • Professional relationships begin as you start to develop Marines professionally and personally. • Marines identify with your values and begin to follow even outside your title. • If a leader gets comfortable at this step, Marines grow beyond the leader's vision and capabilities—becoming bored.

Rank or billet will get you in the door, but you must build on that foundation to influence the Marines around you and to gain their followership. Leaders who stay on this step for their entire tour fail to develop subordinates. • Little gets accomplished outside of their designated authority. • Morale in the unit will begin to drop, disciplinary actions will increase, and attrition rates will plummet.

There are three elements to consider when we analyze our leadership role within an organization. Each element has a different set of expectations. • Subordinates • Peers • Seniors

Expectations common to all junior Marines include: • Honest, just, and fair treatment. • Consideration as a mature professional Marine. • Climate of trust and confidence. • Acceptance of their errors as learning tools. • Personal interest in their welfare. • Loyalty. • Consistent leadership. • To be kept informed. • Positive, clear-cut decisions that are not constantly changing. • Challenges that are commensurate with their capabilities. • Work to be recognized and publicized when appropriate.

Common expectations of peers include: • Ethical behavior reflects on them. • Knowledge of occupational specialty and military subjects. • Accountability of organizational standards. • Added value to the team. • Healthy competition. • Open honest communication. • Support and reliability. • Professional advice.

Expectations of seniors include: • Fulfillment of your institutional and organizational roles. • Responsible behavior and use of intiative. • Loyalty to seniors as an example to subordinates, whether in agreement or not. • Moral courage to resolve conflicts with seniors and subordinates. • Using abilities for the good of the mission. • Take action, even though complete information may not be known (initiative). More expectations of seniors include: • Our seniors are followers as well; who receive their guidance from the chain of command. • As Gunnery Sergeants, it is our organizational duty to work closely with young officers, shaping their guidance with our experience, to accomplish the mission they have been given. • Communication is a key element of this relationship. • The culmination of our experience, leadership traits, and principles determine the success or failure of this relationship. • Just as we do, young officers do not determine which orders to follow or not to follow.

EMOTIONS, TIME, PRIORITIES, ENERGY, THINKING, WORDS, PERSONAL LIFE