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Air Force Supply Squadron

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Submitted By eftaylor54
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1- WHAT EFFECTIVE LEADERSHIP BEHAVIOR WERE EXHIBITED BY COLONEL NOVAK?

HE BUILD A GOOD COMUNICATION WITH ALL MEMBERS OF THE SQUADRON SO THE DIFFICULTIES BETWEEN THEM HAD A SUBSTANCIAL DECREASE, HE ENGAGED WITH THE GROUP SO THAT HE HAD KNOWN EVERYONE AND HE REORGANIZED THE SQUADRON TO PUT PEOPLE IN THE RIGHT PLACE, THIS IS A GOOD EXAMPLE HOW IN ADVERSE SITUATION WITH ENCOURAGE AND BRAVE THE THINGS COULD FLOW BETTER AND IN A SHORT PERIOD OF TIME THE SQUADRON BEGAN TO WORK AS A WELL-RUN ORGANIZATION,

2- WHAT DOES THIS CASE ILUSTRATE ABOUT EFFECTIVE LEADERSHIP?
I THINK THE MOST IMPORTANT IS HOW IN A SHORT PERIOD OF TIME EVERYTHING TURN FROM POOR AND MESS SITUATION TO A SUCCESFULL GOALS, THE ONLY CHANGE THAT THE SQUADRON HAD WAS THE LEADER, HOW THE BEHAVIOR OF A GOOD LEAD COULD MAKE A POSITIVE INFLUENCE IN THE GROUP.

3- COMPARE THE LEADERSHIP BEHAVIOR IN THIS CASE WITH THE BEHAVIOR IN THE PRECEDING CASE.
THERE ARE TWO DIFFERENT LEADERS WITH VERY DIFFERENT TRENDS; IN THE FIRST CASE OF “CONSOLIDATED PRODUCTS” THE NICE FORMER PLANT MANAGER BEN SAMUELS WAS RELIEVED FOR PHIL JONES WHO HAD A STRONG AND A DIFFERENT PHILOSOPHY ABOUT THE EMPLOYEES AND HOW THEY COULD BE TREATED, TO SUM UP HIS MOTTO WAS: “IF EMPLOYEES DON’T WANT TO DO THE WORK, GET RID OF THEM AND FIND SOMEBODY ELSE WHO DOES”, HE GOT GOOD RESULTS IN THIS COMPANY BUT THE BASIS WAS TO PUNISH THE EMPLOYEES WHEN THEY MADE A MISTAKE; IN THE AIR FORCE SQUADRON WAS COMPLETELY DIFFERENT BECAUSE ALL THE PEOPLE FELT MOTIVATED AND THEY WERE INFLUENCED FOR THE JOB BY COLONEL NOVAK HAD DONE.

KIRK, A., & REDDISH, D. (2000). Junior officer leadership development in the Air Force Reserve. THE OFFICER , 14-15.
Latour, S. M., & Hosmer, B. C. (2002). Emotional intelligence: Implications for all United States Air Force Leaders. Air & Space Power Journal , 27-35.
YUKL, G. (2013). LEADERSHIP

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