Northrop Grumman Research

Chapter 11

This chapter discussed three (3) aspects of leader behavior (1) style, (2) style range and (3) style adaptability. We looked at the use of LEAD instruments to diagnose these three (3) aspects. As an approach to self-perception and the perception of others the Johari Window was introduced. Last chapter 11 discussed number of two style profiles and the popular management by objectives (MBO) process combined with contracting for leadership style.

Chapter 12

This chapter discussed the importance of interpersonal skills (written and oral) communication as being requisites of an effective leader. It was also noted that these skills are vital in gaining meaningful jobs and performing well in the job.

My best supervisor was MGySgt Adams, this Marine was the epitome of Leadership. He knew what situational leadership meant and was well versed in the use of all leadership adaptability. When you run a platoon of 40 Marines you have to be able to have the ability to adapt, so there were times where he could be stern and times where he would show concern for a situation one of the Marines was in. With a platoon of 40 one would have to be a great communicator and he was. One thing is you could never come in his presence without something to write with or on and after he was done speaking to you he would ask if there were any questions, if there were none then he would ask you a few about what he spoke on to ensure you understood the message he was trying to convey. For this Marine (again) he had the ability to use all the situational leadership on the chart (S1, S2, S3, and S4)

My worst supervisor was HMF who was also a Marine, this person was not flexible in the sense of leadership, he used one style and only one. This individual wanted to be known for being HARD, so he pretended not to care about anyone personal problems, he would talk about your professional issues, but he didn't seem to care if they were personal. His Marines respected his