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MemorandumDATE: 10 October 2016TO: Alexander Cunningham, Commander of 180th Contracting SquadronFROM: Ali Barnett, Contracting Specialist of 180th Contracting SquadronSUBJECT: Leadership and management development program for the 180th Contracting SquadronThe purpose of this report is to propose the implementation of a leadership and management development course within the 180th Contracting Squadron. Internal surveys and interviews conducted with the majority of the junior service members indicated that the rate of dissatisfaction with their immediate supervisor is incredibly high. In order to remedy this situation, the strengths and weaknesses of the current operations must also be considered. Within the unit there are several new non-commissioned officers (NCOs) that have recently taken on the supervisory role. Among these newly promoted NCOs, very few have received the training they will require in order to affectively lead another airman to success. Many of them not only lack the leadership knowledge, but they lack the personable skills also. In order to prepare these NCOs for the difficulties they will likely face as the manager of another person’s time separate from their own, some type of hands on training will be required.Overall this program is vital to the success of our unit as a whole. A unit is only as strong as the weakest link, and the strongest opportunity for improvement often comes from thorough training and practice. Please contact me directly for any questions you may have regarding the following research.Leadership and Management Development Programfor the 180th Contracting SquadronPresented toAlexander CunninghamCommander180th Contracting SquadronOkinawa Air BasePrepared byAli BarnettContracting Specialist180th Contracting Squadron07 October, 2016Executive SummaryPurpose and Method of This ReportA supervisor should be someone who is looked up to, and respected, based upon the leadership skills that they possess. Unfortunately, many of the new leaders that are brought up in today’s workplace lack the skills necessary to become and effective leader. The purposes of this report are to:Propose the implementation of a standard leadership and management, training program within the 180th Contracting SquadronEnsure that on-the-job, and live role-play, scenarios are used to test the amount of knowledge being retained by new supervisorsA unit of this size will require a program that has set standards for all individuals of the same training level. In order to promote continuity, standardization will be vital. As part of the training, individuals who are new to the supervisory role will require special attention to their management style, ability to interpret emotions, and effectiveness in delegating tasks to subordinates.Findings and ConclusionsA survey was given to the majority of the junior enlisted members within the unit, that indicated and extremely low level of confidence in their direct leadership. This coincides with several articles that claim the millennial generation struggles , and will continue to struggle, with management and leadership skills, until teaching these skills becomes more commonplace. Also, there are many inclinations among millennials, such as over confidence and self-centered tendencies, which make them less likely to become a good leader without any guidance.Without the implementation of a proper leadership and management, training program, new leaders will continue to slip through the cracks. This will only allow them to perpetuate bad leadership down to their subordinates, creating a vicious cycle.RecommendationsRecommendations for implementation of the leadership and management, training program:Identify shortcomings of current, newly promoted supervisors within the unit as defined by themselves and their subordinatesCreate an educated list of personality traits commonly found among millennials that do not promote good leadershipImplement on-the-job training that incorporates hands-on scenarios as well as follow-up checks Table of Contents1Introduction……………………………………………………………………………………………12180th Contracting Squadron Observations & Survey Results.…………………1-22.1Observations Within the Unit…..…………………………………………………………………………………….12.2Survey Feedback………………………..…………………………………………………………………………………..23Importance of Leadership Training & Millennials………………………………….2-43.1Leadership Maintenance………………………………………………………………………………………………..23.2Emotional Regulation and Millennial Tendencies…………....…………………………………………….33.3Importance of Hands On Training and Transfer of Learned Skills….…….………………………3-44Conclusions…………………………………………………………………………………………….45Recommendations………………………………………………………………………………….46References……………………………………………………………………………………………..51IntroductionAny organization, or business, will always be defined by its leadership. Some reflections of effective leadership are high morale, strong work ethic, and the retention of learned skills. As new leaders enter the workforce, it is imperative that they be given the proper tools and training to assume a leadership position that will not only be respected, but will make a difference. Unfortunately, many of today’s young leaders are put into a position that they are not entirely prepared for, as they lack the basic skills to lead and motivate others. In the Air Force, supervisors are not chosen based upon their specific skill sets, or capability to lead. They are promoted based on their ability to pass a written exam and their time in service. Neither of these requirements has anything to do with the management of people, or prior experience in a leadership role. Within the 180th Contracting Squadron there are approximately six newly promoted supervisors at any given time. As these personnel are promoted, the junior enlisted troops are shuffled around and assigned new leaders quite often. After noticing several shortcomings of troops, along with their leaders, an investigative interview was conducted with each junior member present. Many of the findings were consistent with the conclusion that a training program is in fact necessary moving forward. To ensure findings, and claims, within the unit were consistent among other units and workplaces, several other studies and advisory journals were reviewed. 2180th Contracting Squadron Observations & Survey Results2.1Observations Within the UnitAfter serving in our unit for around two years, there are several trends that become increasingly noticeable around the time of supervisor reassignment. The first trend is a downward spiral in junior enlisted morale. Troops offer less of their time to the unit during this phase. They are less likely to volunteer, and the turnout at voluntary unit functions is reduced significantly. Morale can be hard to gauge, as many junior enlisted airmen do not feel comfortable coming forward with their concerns for command leadership. Instead of coming forward, the junior enlisted discuss among themselves the issues observed. Another trend is the lowering quality of work. Troops do not ask as many questions when they have little faith in their leaders knowledge and abilities, and therefore, their finished products lack all necessary components. The last observation is a change in attitude. Troops will often become less energetic and more easily agitated by those around them. As the internal frustration with a new supervisor builds up, outbursts directed at other members of the unit can be common. There are, however, some who remain silent and simply refuse participation in any activity or discussion.2.2Survey FeedbackA simple survey of five questions was given to each of the 21 junior enlisted members present at the time of distribution. The first question asked whether or not the airman genuinely liked, and got along with, their first line supervisor. Responses yielded that only around 2.4 percent of the troops did not personally like or get along with their supervisor. Those five airmen were considered biased, and their surveys were not considered any further. The second question asked if they felt their supervisor’s leadership was helpful and effective. Followed by the third question, which asked them to give the reasoning behind their response. Of the 16 airmen remaining in the survey, only six stated that their supervisor was able to help them personally and professionally. Some said they felt like their supervisor truly cared and they trusted that their supervisor was always looking out for their best interest. Those who admitted to having little confidence in their supervisor’s leadership stated that the individual’s management skills were poor, or that they treated the troop more like a personal friend than a subordinate. Another response that appeared more than once was the belief that their supervisor cares way more about their own, personal success, rather than helping their troop succeed. The fourth question asked why they thought their supervisor lacked leadership and management skills. The majority stated that their supervisor was too young and had not yet had time to develop the necessary skills to become a good mentor. There were, however, a select few that sated they felt like their supervisor had never properly been taught how to lead by their own supervisor. Finally, the last questions asked whether or not the troops felt like they would become a good leader under their supervisor’s management. Only two troops stated yes, and their reasoning was that they already possessed the skills to lead. The overwhelming majority stated that they were doubtful that they would be able to lead effectively when it became their turn.3Importance of Leadership Training & Millennials3.1Leadership MaintenanceAccording to a journal article from Academic Journals, leadership maintenance is defined as the ongoing process of understanding a leader’s cognitive complexity and rational approaches towards motivating their followership for generating leadership competences (Rajbhandari & Reajbhandari, 2015). In summation, this article talks about the importance of understanding a leaders ability to motivate their subordinates. It breaks leadership down into four different categories according to the situational leadership theory. These categories are telling, selling, participating, and delegating (Hershey & Blanchard, 1977). The article goes on further to explain that a successful leader must understand himself, or herself, and their surroundings, before they can understand others. According to this article, if an organization fails to teach these four principles and reevaluate its leaders on a continuous basis, it will fail to develop its subordinates into future leaders.3.2Emotional Regulation and Millennial TendenciesEmotional regulation is important to any work environment. Not only from the perspective of subordinates, but also from the perspective of leadership. In order to remain professional at all times, and fully understand what others are trying to convey through their actions and language, everyone must be able to regulate their individual emotions. In an article from Human Resource Development International, understanding one’s emotions not only helps regulate stress at work, but also it can help individuals to notice specific emotional triggers. For example, if a supervisor is aware of certain tendencies that a subordinate has that bother them, they can better prepare their emotional response prior to the event itself. This will ensure there are never unprofessional outbursts in the workplace that would negatively affect the relationship between a supervisor and their troop. Also, having a better understanding of emotions can bring insight on ways to increase job satisfaction and desirable performance outcomes (Thory, 2012).A millennial is someone between the ages of 25 and 35 years old. They are categorized as being slightly self-centered, entitled, and at times, overly confident (DeVaney, 2015). While many do not buy into the categorization of generations, it cannot be ignored, that these traits are oftentimes found among our newest leaders in today’s workplace. According to the Journal of Finance Service Professionals, millennials need meaningful work and an exceptional amount of input from management on whether or not they are doing a successful job (DeVaney, 2015). Also, in a separate article from Career Development, it is stated that majority of millennials do not already have the necessary skills to lead effectively (Lynkins & Pace, 2013). This statement is further backed by a survey that resulted in 40 percent of millennials stating that they do not believe they are entering the workforce equipped with sufficient management and leadership skills (Lynkins & Pace, 2013). Overall, the data from this article concludes that leadership development training is absolutely critical for millennial employees. Some survey respondents even said that millennials would require their own specialized leadership training programs (Lynkins & Pace, 2013).3.3Importance of Hands On Training and Transfer of Learned SkillsAccording to the Academy of Management Learning & Education, the importance of management training has reached an all-time high (Grossman et al., 2011). New supervisors need to actively participate in hands-on and role-play learning exercises in order to apply what they have learned to real world situations. These scenarios are more important than any type of written examinations. New supervisors that partake in these exercises will learn to manage and adapt to different types of management situations. In order to improve their competence at work, supervisors will need to participate in multiple exercises that demonstrate learned leadership skills. Those that rank above them should evaluate their level of success. The International Journal of Training and Development states that hands-on training emulates a positive attitude and higher transfer of motivation (Stiehl et al., 2105). 4ConclusionsBased on the research, primary and secondary, leadership and management training are imperative to the success of the 180th Contracting Squadron. Whether the unit is military or business related, the knowledge that can be gathered and re-taught is essential to continuity. Based on responses gathered from junior enlisted members within the unit, there is serious need for some type of reformation. In order to assure new airmen that they have been placed in capable hands there must be training to instill leadership values among new supervisors. 5RecommendationsIn order for the 180th Contracting Squadron to create more successful leaders the following recommendations are offered:Upon entering the leadership and management, training course, new supervisors should be provided with an assessment of their strengths and weaknesses. This assessment should be a mixture of upper management, subordinate, and their own opinions.Offer specific examples of personality traits that many new supervisors have, and why some of them do not belong in the workplace.Establish a list of on-the-job tasks and scenarios that must be completed before the individual can complete the training.Routine follow-up should be done with those who complete the program, and their subordinates, to ensure that the training is effective.6ReferencesCromwell, S. E., & Kolb, J. A. (2004). An Examination of Work-Environment Support Factors Affecting Transfer of Supervisory Skills Training to the Workplace. Human Resource Development Quarterly, 15(4), 449-471.DeVaney, S. A. (2015). Understanding the Millennial Generation. Journal Of Financial Service Professionals, 69(6), 11-14.GROSSMAN, R., SALAS, E., PAVLAS, D., & ROSEN, M. A. (2013). Using Instructional Features to Enhance Demonstration-Based Training in Management Education. Academy Of Management Learning & Education, 12(2), 219-243. doi:10.5465/amle.2011.0527Lykins, L. )., & Pace, A. ). (2013). Mastering millennial leadership development. T And D, 67(5), 42-45.Rajbhandari, M. S., & Rajbhandari, S. (2015). Leadership Maintenance: Filling the Gap for Leadership Competences. Educational Research And Reviews, 10(21), 2777-2788.Stiehl, S. K., Felfe, J., Elprana, G., & Gatzka, M. B. (2015). The Role of Motivation to Lead for Leadership Training Effectiveness. International Journal Of Training And Development, 19(2), 81-97.Thory, K. (2013). Teaching managers to regulate their emotions better: insights from emotional intelligence training and work-based application. Human Resource Development International, 16(1), 4-21. doi:10.1080/13678868.2012.738473
Bad News Report Advance Business Writing

Bad News Report Advance Business Writing

Question # 00402631 Posted By: Nesio12 Updated on: 10/11/2016 02:00 AM Due on: 10/15/2016
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