Leadership Philosophy

Eisenhower express once said, Leadership consists of nonhing but taking responsibility for everything that goes damage and giving your subordinates credit for everything that goes well. (http//www.maxwell.af.mil/au/awc/ns/electives/sld/sldsy.htm)Any deliberation astir(predicate) lamers must(prenominal) begin with the recognition of the fact that people extremity to be led. It is obvious to a great extent in the deliver of a calamity they find comfort and inspiration from their leaders. This is also lawful on a day-to-day basis. People tend to need and look for show up guidance from strong leaders. Leaders organize peoplewhether in a multinational corporation, a civic or charit fitting enterprise, a family business, or a eminent school. (Ashby and Miles, 2002)According to Fairholm (1998), one of the fundagenial characteristics of leadership philosophy is its emphasis on a hardly a(prenominal) values held in common by group members. These values are summed up in a vision o f what the group and its members are and locoweed become. In the joined States, the vision typic each(prenominal)y integrates values described first by the unveiling fathers.These values include personal liberty, respect for life, justice, unity and happiness. These are far-flung values that are essentially held and to the achieve handst of which most people leave their energies. Unless leaders tap these energizing values, they risk not be able to lead. (Fairholm, 1998)A Policemans life is riddled with high standards of selfless service. They use up to tolerate integrity and it is widely bashn that they halt worked hard without waver since their inception.A question which arises often is How do you lead men in much(prenominal) a way that they leave alone get their life on the line for you in an encounter situation in times of danger, and work twenty hours a day for weeks and sometimes months to finalise a crisis? Of course this bath be achieved through perpetual haras sment and extreme fear of the leading officer but Constables and Lieutenants under such a Captain will not give their theorise a 100 percent and the direct negative outcome of that will be that the team will not be functioning at bounteous capacity. Firstly a leader must illustrate devotion and loyalty to a life of service.Secondly, it is of vital importance that a leader must be considerate and refer about his people. (Puryear, Jr.) These tie in with the belief of observation of a role model. A leaders subordinates have to see that their leader is entirely dedicated to his job and doesnt and treat it as a job or simple tasks which have to be performed out of duty. A leader must display his chicane of the occupation so that his subordinates have a role model to follow. However, they will not follow him without question if he doesnt demonstrate lovingness for those under him. There is no need for physical forms of tenderheartedness.The kind of affection needed can simply be demonstrated by musing from a leader. A leader needs to be genuinely concerned about the safety of those under him. In a job such a police officers this is particularly important. An officers subordinates need to know without some(prenominal) doubt they their lives are in the hands of someone who cares. brilliant examples of concern for staff have been littered through the US military machine history, Gen. Vandenberg invited a colonel to sit in on a conference with the fabled Macarthur. Gen. Twining gave up his Christmas vacation to permit Quesada to catch up on his flying training. ecumenical John P. Ryan took coffee to mechanics working late at night.General Brown allowed a crewman to release his frustration by putting on his cowboy hat and boots. He also provided flights fireside during temporary duty for his officers and men, and he saw to it that enlisted personnel living in barracks could have a leisurely break card-playing on Sundays. (Fairholm, 1998) With such an amaz ing array of leadership in our countrys history, one should fuck off a leaf out of their book. Some may think that all leaders would comprehend and be aware of the significance of looking out for those underneath your authority, yet such is not always the case.A master(a) principle which policemen follow is to develop a sense of responsibility among their subordinates. General Marshall would say passim his career to his subordinate officers, Fix the problem, not the blame.At times, a leader has to rely on himself and more than imperatively, on his workforce to see him through the storm or with child(p) weather. (Barber, 2004) It is of vital importance that the subordinates discover that they are capable of achieving more, the subordinates assessment of what constitutes of fractious is a direct consequence of their frame of reference.This problem can be solved with mentorship. Part of mentoring someone involves placing a subordinate in opposition with people at the top who are making the toughest decisions. As white potato and Riggio (2003) put it, Opportunities such as observing an other(a)s leadership and management skills in action or gaining self-awareness through anothers perspective are just a few of the benefits of mentoring.Using Gen. Shy Meyers definition, a mentor is someone who provides guidance, counseling, advice, and instruct and, with that, door opening -meaning opportunity. The result of door opening and mentorship is that with progress in rank and responsibility one gets the toughest jobs, the longest hours, and the greatest sacrifices in family life. (Puryear Jr., 2000) unluckily many leaders have developed the one-size-fits-all mentality. This blunder is the outcome of an juiceless combination of overconfidence and under confidence in the value of an old, accept and formerly victorious plan and under confidence in being able to master or develop an original but radical and so strange plan. Sometimes Police officers want to get fas t results and so get impatient and apply this theory their subprograms.Ones previous intimacy is always an advantage and it is a huge part of any operation but it must only come into play in the mise en scene of the present circumstances. Some may attribute the habit of to a leave out of ability to comprehend or even mental laziness. Inductive think is inevitable to avoid such am error. This entails the skill to look at and understand the bigger picture. Of course this may require the investigation of hundreds or thousands of concrete facts and observations, thence set aside those which are insignificant and of no great consequence and finally amalgamate the remainder of it into tiny primary conclusions and standards.The final question has to be What does this all add up to? This can be done through two ways Inductive ratiocination and Deductive reasoning. Inductive reasoning is based on simplification prioritizing. It involves move complexity into simplicity by imposing or der on appear chaos and identifying what has to be done before any other outcomes can be achieved. What is a fundamental need to be considered and this fundamental peculiarity is what everything else will rely on and function upon.Deductive reasoning work in another manner. It involves integrating what has been discovered with prior knowledge and then applying it to the current situation. Some may find the level of complexity required too great. So they bluster and make demands on subordinates and use long-familiar strategies, but they never get to the real heart of the problem because they do not know what it is. There may be a lose of creative imagination as well. alone of this is very hard mental work and requires intelligence and logical thinking a policemans work is not only restricted to physical activitiesA few leaders often do not know that they cannot handle the job properly. More often than the foundation of their self-esteem is always being beneficial and always be ing in control of things. They would feel humiliated and profligate if they admit that they cannot complete a task correctly. They lie to themselves by convincing themselves that they can do it and fall into a whirlwind of desperate, inept measures.None of them could be right but that point they stop thinking. They replace thinking with bunglesome actions. When things begin to go bitter, they lash out at their subordinates and then single out themselves so that they will not have to hear the bad news. All this makes them progressively less able to fix what is really wrong with the operation. (Murphy and Riggio, 2003)enthalpy L. Stimson, the secretary of War through 1990 and 1911 once said, I had been accustomed throughout my life to classify all public servants into one or the other of two general categories one, the men who were thinking what they could do for their job the other, the men who were thinking what the job could do for them. (Puryear, 2009) True leaders who others follow without any doubts or questions even in the worse of circumstances are those who do the former.ReferencesBarber, E. Brace. (2004) No Excuse Leadership Lessons from the U.S. Armys Elite Rangers. Hoboken, NJ. Wiley.Fairholm, W. Gilbert. (1998). Perspectives on Leadership From the cognizance of Management to Its Spiritual Heart. Westport, CT. Quorum Books.Murphy, E. Susan & Riggio, E. Ronald. (2003). The Future of Leadership Development. Mahwah, NJ. Lawrence Erlbaum Associates.Puryear, F. Edgar, Jr.(2000) American Generalship point of reference Is Everything The Art of Command. PresidioMiles, A. Stephen & Ashby, D. Meredith (2002) Leaders Talk Leadership Top Executives Speak Their Minds. untried York Oxford University Press.AWC Elective Strategic Leader Developmenthttp//www.maxwell.af.mil/au/awc/ns/electives/sld/sldsy.htm Accessed January 5, 2007