Leading<br>Your Team

Command Leadership

Leading Your Team

Leading<br>Your Team

• Follower Engagement
• Follower Critical Thought
• Kelley’s Followership Model

Followership

Every leader is, or once was, someone’s follower.

Followership is the foundation of leadership. This is true for a few reasons: To perform effectively and within the confines of the rules, the leader must embody followership of his/her organizational leadership team To understand and empathize with followers, one must actively follow. To lead by example, a leader must demonstrate effective followership.

Followership does not mean subservience. Followership is a component of leadership. Both the Leader and those led must exhibit the characteristics of followership when appropriate. Followers must be able to provide polite, candid, and critical feedback to the leader about his/her decisions and performance. Followers must be empowered to call-out deviations from that which is expected, mandated or briefed.

• Competent
• High Moral/Ethical Courage
• Self-Motivated
• Strong Work Ethic
• Sound Judgment

Why are these characteristics important for both Captain and First Officer? What Characteristics are Missing? Why are those important?

• Competent
• High Moral/Ethical Courage
• Self-Motivated
• Strong Work Ethic
• Sound Judgment

• Follower Engagement
• Follower Critical Thought
• Kelley’s Followership Model

Followership

Engagement (Active/Passive Behavior) The energy and attitude an individual has towards their job and/or objective.

Each individual will engage with his/her work at varying levels. A primary indication of engagement is the level of energy and quality of attitude put into performing job tasks. There are numerous factors that affect an individual’s engagement

What other factors can you think of that impact an individual’s engagement? What are some indicators of an individual’s level of engagement?

• Trust
• Delegate
• Listen
• Be approachable

• Ignore
• Dismiss
• Criticize
• Complain

• Follower Engagement
• Follower Critical Thought
• Kelley’s Followership Model

Followership

Critical Thinking (Independent/Dependent) The ability to produce efficient and effective outcomes though the independent exercise of sound judgment, strong reasoning, and logical thinking.

Pilots are generally selected for employment because of these abilities; however, certain circumstances may cause lapses in critical thinking.

What factors might impact a pilot’s critical thinking ability?

• Follower Engagement
• Follower Critical Thought
• Kelley’s Followership Model

Followership

• Think freely and critically but are not engaged
• Able but unwilling to help and participate
• May allow mistakes to happen to prove superiority

• Do not think critically
• Don’t know what they don’t know
• Require perpetual supervision
• Lack commitment and care
• Will not challenge the Captain who has made a mistake or deviated

• Doesn’t know what you’re talking about but will agree emphatically
• Deficient in time-management skills
• Will not challenge the Captain who has made a mistake or deviated
• Think: new First Officer

• May question a leader, but not often
• Knows enough to maintain position
• Stagnates in development but performs to satisfactory levels
• Is helpful enough to keep others off his/her back

• Independent critical thinking separate from the leader
• Engages the leader with respect, confidence and candor
• Queries or challenges the Captain when observing mistakes or deviations

Give an example of how a Captain can succeed or fail as a follower. How can a Captain encourage the First Officer to be the ideal follower?

• Follower Engagement
• Follower Critical Thought
• Kelley’s Followership Model

Followership

Leading<br>Your Team

• Big Five Personality Traits
• Styles of Leadership

Self-Assessment

Personal Strengths and Weaknesses Understanding our own strengths and weaknesses is the foundation to the effective leadership of others.

Personal Strengths and Weaknesses There is almost no limit to the development of a person’s strengths. Developing weaknesses is necessary, but most people only achieve marginal results.

Personal Strengths and Weaknesses The most effective individuals develop their strengths and mitigate their weaknesses.

How can an individual mitigate weaknesses? Is it acceptable for a leader to divulge his/her weaknesses to those he/she leads?

pilot n. 1. An individual who performs an incredibly dangerous task, by controlling an infinite number of variables, to achieve consistently safe results. <br><br>2. An individual who makes order out of chaos.

• Achievement-Driven/Goal-Oriented
• Risk-averse
• Routine
• Concrete, linear, practical thinking
• High Analytical and Spatial Intelligence (4D)

• Controlling
• Competitive
• Highly Concerned with Performance and Results
• Compartmentalizer
• Judgmental
• Perfectionist

Low tolerance for ambiguity or grey areas (can’t control) Avoids situations/conversations that cannot be controlled (especially people and their feelings Anger when forced into situations out of their control Low Interpersonal Intelligence Reluctant to ask for help

Why is being a Judgmental, Type-A, Performance-Driven, Perfectionist Compartmentalizer a good thing?

Many of the tools that make a skilled pilot also infringe on his/her ability to lead.

• Do you have any of these traits?
• Have these traits helped you in the cockpit?
• How have these traits affected your interpersonal relationships?

• Big Five Personality Traits
• Styles of Leadership

Self-Assessment

• Drawn to art
• Large vocabulary
• Interested in abstract thinking
• Experimental

• Prefer routine
• Interested in concrete ideas
• Avoid hypotheticals
• Risk Averse

• Talkative
• Thinks out loud
• Enjoys large groups

• Encourages Others
• Directed by feelings
• Tends to say yes

• Dismisses others
• Directed by facts
• Tends to say no

• Relaxed Most of the Time
• Generally satisfied
• Unflappable

Relatively high emotional stability is expected in pilots. Of the remaining ”Big-Five” Personality Traits, which have the greatest impact on Cockpit performance?

Blake-Mouton Managerial Grid This will help us perform a self-assessment of our personality trait tendencies and the atmosphere they may generate in the cockpit.

• Big Five Personality Traits
• Styles of Leadership

Self-Assessment

The grid has a scale of 1 thru 9 on each axis, rating concern for performance horizontally and concern for people vertically.

High Concern for People Low Concern for Performance

”It doesn’t matter to me, whatever you think is best.”

• Will sacrifice safety for harmony
• Leave subordinates questioning ”Who’s in charge?”
• Doesn’t emphasize performance expectations

• Friends flying with Friends
• Captains flying with Captains

Low Concern for People High Concern for Performance

”Clap your hands so I know you’re not touching anything.”

Don’t care at all what other’s think about them Will alienate the First Officer to have it his/her way Assumes the First Officer is less skilled Will dismiss the concerns of the First Officer—completely cuts FO out of decision making

• Abnormal Conditions
• Flight Planning

Low Concern for People Low Concern for Performance

”This is stupid, I just don’t care.”

• Don’t care at all what others think about them or about the safety of the operation
• Minimum effort: completely disengaged
• Blames others for mistakes
• Self-involved, disengaged

Somewhat Concerned for People Somewhat Concerned for Performance

Unremarkable performance (good or bad) Unremarkable interpersonal interaction (good or bad) Performs satisfactorily but makes petty mistakes Engages First Officer but fails to provide an atmosphere where mistakes can be pointed out and corrected consistently

High Risk Situations: Extraordinary situations requiring precise knowledge, skill or teamwork.

Highly Concerned for People Highly Concerned for Performance

Utilizes empathy and understanding when addressing crew member mistakes Uses candor and tact

• Exhibits strong flying skill, aircraft knowledge, SOP adherence and operational control discipline
• Engages First Officer, motivating his/her crew towards continuous improvement
• Is open to correction, critique and learning from his/her First Officer
• Delegates effectively as trust is established
• Seeks options from his/her crew

A Captain promoting Effective Team Leadership employs many options to manage high-risk situations and utilizes crew knowledge and other resources to make decisions.

Self-Analysis: Are you above or below average when it comes to your concern for people or performance? How do you think your fellow crew members would evaluate you on this scale? Have you ever asked for frank feedback on these metrics?

Discuss scenarios or threats that may lead to less than ideal leadership.

• Big Five Personality Traits
• Styles of Leadership

Self-Assessment

Leading<br>Your Team

Styles of<br>Leadership

• Democratic
• Shared Decisions
• Subordinate-Oriented
• Diplomatic
• Flat Gradient

• Team-Oriented
• Collaborative
• Mentor/Coach
• Goal-Oriented
• Shared Mental Model
• Low Gradient

• Task-Oriented
• Directive
• Transactional
• Aversive
• Aggressive
• Harsh
• High Gradient

• Authoritative
• Interpersonal
• Delegates
• Firm
• Medium Gradient

• Unstructured
• Delegated Authority
• Hand’s off
• Disengaged
• Loose
• Negative Gradient

• Dictatorial
• Blunt
• Non-Emotional
• Unilateral Decision Making

When Autocratic Leadership is Appropriate: Extremely time-constrained Operationally critical situations such as emergencies where immediate action must be taken When a pilot is “sheep” follower (see followership)

Generally unfavorable for normal operations First Officer may feel intimidated and unable to speak up

“This is what we’re going to do.”

• Assertive
• Seeks information and minimal advice
• Delegates
• Consultative Decision Making
• Firm

When Command Leadership is Appropriate: Rapidly changing situations Operationally critical situations where timely, but not immediate, decisions must be made When First Officer is still learning his/her job or lacks confidence

“We could do this. What do you think?”

• Assertive and engaging
• Encourages discussion
• Seeks solutions and advice
• Draws on crewmembers’ experience
• Delegates
• Collaborative Decision Making
• Strives for shared mental model

When Consultative Leadership is Appropriate: Most standard cockpit operations Operationally abnormal situations where jeopardy is not likely and options are plentiful Competent and experienced crewmembers

“What are our options? What do you prefer?”

• Engaged but detached from outcome
• Encourages discussion
• Provides solutions and advice
• Relies on crewmembers’ experience
• Collaborative Decision Making
• Strives for shared mental model

• Highly competent crewmembers
• Benign or trivial decisions/circumstances
• Matters of preference or technique
• Low risk/Low probability hazards

• Passive
• Disengaged
• Unstructured
• Aloof

• Selecting/Extending hotel rooms
• Ordering catering

Notes: Laissez-Faire Leadership is not appropriate in the cockpit setting. Even the most competent pilots require leadership and structure to perform effectively.

Standards Captains may project an air of Laissez-Faire leadership while conducting upgrade line training; however, he/she will remain the final authority, and intervene when Upgrade Candidates make errors.

Most Normal and Abnormal Operations

Give an example of a time when Autocratic leadership is appropriate. Describe the mood of a cockpit where the Captain only employs Autocratic leadership. What are the risks? What does “power gradient” mean to you? What is an ideal power gradient in a cockpit? Give an example of Democratic Leadership. When is it appropriate? Are there risks associated with full-time Democratic Leadership?

Do you agree that Laissez-Faire leadership is not appropriate for the cockpit? Why or why not. A First Officer lacks confidence, and you’ve noticed him make numerous errors in planning and with automation. What level of leadership would you use? A First Officer has been selected as a candidate for upgrade. She would like to fly a little more this rotation and take a more active role in planning. You evaluate her skills as excellent. What level of leadership would you use?

Leading<br>Your Team

Situational<br>Leadership

From what we’ve learned, which is the best style of leadership?

• The leadership style used depends on:
• the situation/time available, and
• those being led

In the cockpit, who should adapt to whom?

Ask yourself the following: Does a First Officer who must adapt to a Captain’s methods experience autonomy? Does a First Officer who is forced to adapt to a Captain’s methods experience a sense of trust? Will that pilot feel that his/her contribution has purpose? Does a First Officer who is continually told to do something differently feel a sense of mastery? Will a First Officer who has adapted to the Captain be inclined to speak up when something doesn’t seem right?

A First Officer who has no sense of Trust, Purpose, Mastery or Autonomy is not a pilot, he or she is a secretary. How can we prevent this?

Consider: A Captain’s position is not threatened by adjusting to suit the experience, capabilities and needs of the First Officer. But a First Officer who adjusts to suit the Captain cannot perform to the best of his/her ability.

Give examples of ways a Captain can adapt to: Brand New First Officer First Officer who has been selected for Upgrade First Officer who has failed upgrade and is disengaged First Officer who flies well, but doesn’t follow the rules Paired with another Captain who is junior and is rushing you Paired with another Captain who is older than you, has more experience, but is green in his/her seat position

Leading<br>Your Team

Leading Your Team

Questions. Next Lesson: Effective Communication