Scenario 1.3 - The New Flight Commander TrialsInstructions:

Read the background information and scenario below, then answer the questions in a discussion post.

Background:

After in-processing at your new unit, you sit down with your squadron commander and relay your concern for your lack of experience, and your uncertainty about the job.

You tell your commander that while you have been in your current Air Force Specialty Code (AFSC) for several years, this is the first time working in this area. Actually, your last training in your core AFSC was over five years ago and, honestly, you do not remember even covering this aspect of the position.

You are concerned that you may not be able to lead if you don't have the skills to tell people how and what to do.

To your words the commander replied, "As an officer you should be ready to lead anywhere and anytime you are put into a position, no matter what training you've had. Don't worry about it though--you're going to be the assistant flight commander for Bravo Flight under the leadership of a more seasoned captain, the Bravo Flight Commander."

You leave your commander's office concerned, but somewhat relieved.

Scenario:

After 7 months on the job, your Boss (the Bravo Flight Commander) tells you he is leaving in two weeks for Undergraduate Pilot Training (UPT). You will become the new Bravo Flight Commander.

You shudder at the thought, but remember what your commander said about officers leading "anytime" they are put into a position of leadership.

You take the job head-on, using the same techniques the more seasoned captain applied previously to lead the flight. For some reason, however, the 15 people under your supervision randomly disregard your orders and quickly fall behind on scheduled tasks.Soon thereafter, the commander calls you into his office to discuss the decline in both flight morale and unit effectiveness.

In two days you are to meet with the commander again to discuss your plan to remedy the situation.

In preparing your response, you reflect on the situation at hand and say. These are your thoughts:

"I'm a captain with some job knowledge. I've already sat down with the members of my flight and told them what I expect from them--just to let them know who is boss. I take care of tasks they should be doing to show I care about them, and I give each member as much 'down time' as needed.

"I don't nag them about accomplishing their jobs, because I don't want to be a micromanager. I even give them leeway with mistakes by not reprimanding or correcting them.

"I thought they would like me for being down to earth and joking around with them.

"What the heck am I doing wrong?"

Questions:

With this in mind,answer ONE of the two core questionsbelow, andanswer BOTH of the follow up questionsin your discussion post.

CORE QUESTION 1: According to Kelley's Followership Model, as discussed in "Dynamic Followership: The Prerequisite for Effective Leadership

Actions," how would you characterize your followers?

CORE QUESTION 2: According to theFull-Range Leadership Model

Actions, which type of leadership have you been using? Why do you think so?

FOLLOWUP QUESTION 1:How might you adjust your leadership style to better align with the followers and turn things around?

FOLLOWUP QUESTION 2: How might you influence the followers' behavior to move them towards the exemplary leader the Kelley model describes?