There are twentycapabilities within five LEADS domains(Lead self, engage others, develop coalitions, Achieve results, and Systems transformation).

L.E.A.D.S

Lead-Self

Self Aware Manages Self Develops Self Demonstrates Character

Engage Others

Foster Development of Team Contribute to the Creation of Health Organizations Communicate Effective Build Teams

Achieve Results

Set Direction Strategically align Decision with Vision, Values and Evidence Take Action to Implement decisions Assess and Evaluate

Develop Coalitions

Purposefully build partnerships and networks to create results Demonstrate a commitment to customers and service Mobilize Knowledge Navigate Socio-Political Environments

System Transformation

Demonstrate Systems/ Critical Thinking Encourage and Support Innovation Orient Themselves Strategically to the Future Champion and Orchestrate Change

This exercise consists of an analysis ofa Case Study in which I was involved. The Case Study in which I applied well at least one of the domains and their 5 capabilities, that will be Engage Others

Foster Development of Team Contribute to the Creation of Health Organizations Communicate Effective Build Teams

The written report should include the following themes for each of the two situations:

A brief description of the situation

An analysis using the pertinent capabilities/domain of the LEADS framework

An evaluation of the outcome and/or an elaboration of the lessons learned from the situation You have already experienced the situations about which you will write.

Engage in self-reflection and to use an analyst lens.

Case Study

In the Canadian Armed Forces, effective leadership is widely accepted as a vital component to ensuring performance of teams and organizations. That is mean goodleadership is one that reflects the ethical code of conduct as well as driving units to the anticipated vision in future. A Detachment Dental Commander has an immense role in making critical decisions, at the time to ensure attainment of results. In the modern times, issues of workforce diversity, the explosion of technology and limited resources shape how military leaders lead teams to desired directions. Looking back over my 20 years of service and experience, I came to determine that leadership has many attributes. Leadership is not simply "Influencing others to achieve a goal" like the definition the Coast Guard provides. Every leader wants to set and achieve goals for themselves, their subordinates, and the organization butleadership is much more than just achieving those goals. Leadership incorporates elements of respect, dependability, trust, service and empathy; when put together a leader can inspire others to accomplish nearly anything. I have encountered both a positive and negative characteristics to these traits, throughout my career, giving me learning moments for what I would like to be and what I don't everwant to be.

At a new military dental clinic,my supervisors considered myself as a valuable asset to the Dental Unit and an expert in my area of responsibility. My supervisor was very enthusiastic about my work and plans to make me to become Dental Detachment Commander. I was just received a promotion as a commander (manager) when I was called for an exercise in the field at the end of my first week on the job. I called my 2^nd in command and key supervisors together and told them that I wouldn't tolerate marginal performance, that I had previous experience in this type of work and would be looking at the quality of my subordinate work very closely.I oversaw a team of 10 dental workerspersonnel who perform a variety of administrative, operation and clinical tasks in support of a medical unit operation.Since that time, I have attempted to supervise every phase of work in my dental clinic and, at times, has involved myself in even the most routine decisions. I assigns people to certain jobs within the office, plans the work schedule, leave schedule, and does most of the operations procedures. In the last 6 months, I have ordered several people to work overtime to complete routine work ahead of schedule. Each time this has happened, one of my subordinate has asked my second in command for permission to speak to his immediate supervisor. On each occasion, my second in command has told the subordinate that he must not take these internal problems to me. Most of the time, when my 2IC go to the break area where the subordinates are congregated, he notices all conversation stops and the personnel won't talk to him unless he addresses them first. One of my subordinate became flustered, told my 2IC that she was tired of doing his job for him, and shoved the report into his hands. My 2IC then went into his office and slammed the door.

As a leader, I wanted to make sure that my staff was putting effort into attaining the organization's objectives. I had to utilize at least one of the five LEADS domains to complete the mission