CHAPTER 4: LESSON SPECIFICATIONS
COURSE TITLE: SILVER STAR COURSE
CTS NUMBER:
ENABLING OBJECTIVE AND TEACHING POINTS
LEADERSHIP:
411.05
1.
PERFORMANCE — Define the terms leadership, management
and command.
2.
TRAINING DETAILS
5.
TIME — one 30 minute period.
6.
METHOD/APPROACH:
CONDITIONS:
a.
Given — N/A; and
b.
Denied — assistance from the instructor, classmates or
reference material.
3.
STANDARD — Cadets must define the terms leadership,
management and command in their own words without error.
4.
a.
lecture; and
b.
discussion.
7.
SUBSTANTIATION — Having learned the duties of a follower
(Green Star Course) and the qualities of a leader (Red Star Course),
it is time to begin exploring leadership in earnest starting with some
basic definitions so, that all cadets are using the same vocabulary.
8.
REFERENCES —
TEACHING POINTS:
4-35/4-52
a.
definition of leadership;
b.
definition of management;
c.
definition of command; and
d.
three in one.
A-CR-CCP-116/PC-001
a.
Army Army Cadet Reference Book (pages 11-14 to 11-17);
b.
A-CR-CCP-910/PT-001 (chap 1, section 2); and
c.
Master Lesson Plan.
9.
TRAINING AIDS — Examples in the Army Cadet Reference
Book
10. TEST DETAILS — An individual oral or written test of the
cadet's ability to define the terms: leadership, management and
command.
11.
REMARKS:
A suggested method for teaching this class is to ask the cadets
themselves to define the terms before giving the correct
answers. In this way the cadets can participate right from the
start.
b.
It is important to draw suggestions and answers from the
quieter members of the class.
c.
Make use of the examples given in the handbook to help
illustrate the teaching points.
d.
This EO is probably best taught by an experienced officer as
the concepts included among the teaching points are
h t b t t
A-CR-CCP-120/PH-001
a.
A-CR-CCP-121/PT-001
EO 411.05: DEFINE THE TERMS LEADERSHIP,
MANAGEMENT, AND COMMAND,
INTRODUCTION
Leadership, Management and Command – these terms are
universally used, but definitions vary between the civilian and military
worlds. Army Cadets use the definitions from the Canadian Forces
(CF) as a basis of understanding how these terms, and what they
represent, are put into action in cadet activities.
In school, most subjects are classified into two categories; the arts and
the sciences. The arts are based on a personal interpretation of facts
and general principles. The sciences are based on laws and equations
that are accurate time and time again. Leadership and Management can
be placed in these two categories respectively.
11-14
A-CR-CCP-121/PT-001
CF DEFINITIONS
Leadership: The art of influencing human behavior in order to
accomplish a task in the manner desired by the leader.
Management: The science of employing human resources and material
in the most economical and effective accomplishment of a task.
Command: The lawful authority that a superior exerts over their
followers by virtue of their rank or appointment.
LEADERSHIP
The CF is a task-oriented organization – i.e. they exist to carry out a
duty that is broadly understood by each member. So, a leadership
model that ties directly into accomplishing a task is suitable. The
Royal Canadian Army Cadets, organized on the CF model, can also
find value in associating leadership with accomplishment.
Cadet training and activities may not always have a definable task (i.e.
the goals may be in the areas of creating good citizens, choosing a
healthy lifestyle, offering life changing experiences, etc). Leadership in
Army Cadets may be further referred to as the art of influencing
individuals and teams to accomplish shared goals with a competency
and motivation they would not have achieved on their own. Leadership
includes aspects of motivating, coaching, counseling, communicating,
acting, and debriefing.
MANAGEMENT
Even though managers and leaders are often separated in the civilian
world, the two are integral in the CF. In Army Cadets as well, the two
roles are mutually inclusive. Previously we discussed that people
expect their leaders to be good organizers and planners. Managers
must balance efficiency and effectiveness, the cost of action versus
inaction, and the suitability of the resources for the task at hand.
Management includes aspects of planning, preparation, scheduling,
communicating, coordinating, and studying.
The management of human resources is closely associated with
leadership. Not only are individuals and teams resources available to
accomplish tasks, they are people who have needs and concerns,
strengths and weaknesses. It is in this area that management and
leadership become dual responsibilities of a cadet leader.
11-15
A-CR-CCP-121/PT-001
COMMAND
While officers of the Cadet Instructors Cadre are responsible to the
National Defence Act and subject to the Code of Military Discipline,
cadets are not. CIC officers also carry further legal responsibilities for
the cadets under their charge similar to other youth leaders or
guardians.
Cadets who lead other cadets do not have a legal basis for their
position of command, simply an institutional or traditional one. A
cadet leader can rely on several sources of ‘power’ or substance for
their command:
a. referent power – when you are admired, identified with, or
valued by group members, they are more likely to agree with
you, support your opinions, and follow you;
b. legitimate power – when a young person joins cadets they
implicitly accept the authority of command of cadet leaders.
This is defined by your rank and position – an indication of the
level of support given to you by your Commanding Officer;
c. expert power – the more skill, knowledge and experience you
have will generate the respect of your team and their
acceptance of you as leader;
d. reward power – is based in your ability to, and your perceived
predisposition to, praise and reward team members for positive
behaviour. Your team will respect (and then learn to expect)
appropriate rewards, and this expectation gives you strength to
influence their behaviour; and
e. coercive power – is based on your ability to withdraw rewards
or opportunities, and in some cases enforce disciplinary action.
A leader who relies heavily on this power will soon nullify its
effect – their team will lower their expectations of reward and
be less influenced by negative action.
THREE IN ONE
Cadet leaders will employ elements of leadership and management
within the authority of their command position. This combination is
seamless – the two methods are used where appropriate to move the
team towards success. Identify the elements and issues of leadership,
management and command in this scenario:
11-16
A-CR-CCP-121/PT-001
You are a Sergeant, and the leader on a difficult hike. It’s getting
late. Your slowest hiker is Cadet J. You stop the group and direct
Cpl X to divide up the heavier contents of Cadet J’s pack to the
other team members. You ask Cadet J how he’s feeling, and
compliment him on the effort he has made so far, reminding him
that there is only a short distance to go. You send a small fast team
forward to get supper started at the bivouac site under the
leadership of a competent team member. Rain starts falling and
MCpl W criticizes your choice of action in front of the team.
What leadership decisions did you make? Which ones where
management decisions? What powers of command are available to
you?
EO 411.06: THREE STYLES OF LEADERSHIP
INTRODUCTION
A leadership style is the approach that a leader adopts in the interest of
getting the job done. Style is portrayed as a range of approaches based
on how much authority a leader exercises and how free team members
are to contribute to the situation. Leadership styles are adapted to the
personality of the individual leader and, as a result, you can get many
interpretations of the three styles of leadership. No one uses one style
all the time – leaders should change their approach depending on the
people involved and the situation.
The factors involved in the situation are virtually limitless, however
they usually are associated with:
a. the elements of perceived risk, actual danger, or emergency;
b. time considerations – due to schedule, identified risk, or other
conditions (e.g. amount of daylight left, approaching storm,
availability of a resource, etc.);
c. how confident and competent you are in the skills and
knowledge required by the task or challenge you are facing;
d. the competency, experience, morale and other factors
associated with the team and/or members of the team;
e. the opportunity for effective communication from the leader to
the team, and vice versa;
f. the complexity of a task; and
11-17
ROYAL CANADIAN ARMY CADETS
Star Program
Master Lesson Plan
SILVER STAR COURSE
ENABLING OBJECTIVE(S):
REFERENCE(S):
A.
B.
PO: LEADERSHIP
411.05: Define Leadership, Management and Command
A-CR-CCP-120/PH-001 Silver Star Course Training Plan; Chapter 4,
Pages 4-49 & 4-52.
A-CR-CCP-121/PT-001 Cadet Reference Book; Pages 11-14 to 11-17.
SUPPLEMENTARY REFERENCE(S): A.
B.
TRG AID(S):
A.
B.
STUDENT AID(S): A.
B.
METHOD:
A-CR-CCP-910/PT-001 Leadership, Chapter 1,
Section 2.
The Concise Oxford Dictionary, 1995
OHP
OHP Slides
Silver Star Handbook
Pencil and notebook
Lecture and Discussion
REVIEW
I
PO 411.04:
TIME: 1 x 30 Minutes
TIME: 3 Minutes
LIST THE TEN PRINCIPLES OF LEADERSHIP
1.
List the ten principles of leadership.
2.
Explain the difference between making sound decisions and timely decisions.
3.
Why is it important to recognize your personal strengths and weaknesses?
INTRODUCTION
TIME: 1.5 Minutes
WHAT:
During this period cadets will be taught Leadership, Management and Command.
WHY:
At this stage in the cadet’s progression, it is time to explore leadership in more detail, and
we will begin with the basic definitions involved. In order to lead, cadets must
understand the difference between leadership, management and command.
WHERE:
Every time the cadets are placed in a leadership role, they will be faced with the
challenge of determining the most effective method to complete the task at hand.
1/4
2006-05-04
BODY
I
II
III
STAGE 1:
INSTR NOTES
LEADERSHIP, MANAGEMENT AND COMMAND
1.
Leadership, Management and Command: These terms are
commonly used in the Royal Canadian Army Cadet System. The
definitions vary between the civilian and military worlds, but for
Army Cadets we will use the definitions from the Canadian
Forces.
2.
In school, most subjects are classified into two categories: the
sciences and the arts. The sciences are based on laws and
equations that are accurate time and time again. The arts are
based on a personal interpretation of facts and general principles.
Leadership and Management can be placed in each of these two
categories.
Sciences are
defined as skillful
technique rather
than strength or
natural ability
Art is defined as
human creative skill
or its application.
CONFIRMATION STAGE 1
1.
What is the difference between an art and a science?
2.
From what organization does the Royal Canadian Army Cadets
get the definitions for Leadership, Management and Command?
STAGE 2:
TIME: 5 Minutes
DEFINITIONS
TIME: 9 Minutes
1.
2.
3.
Leadership is defined as the art of influencing human behavior in
order to accomplish a task in the manner desired by the leader.
OHP 1
Management is defined as the science of employing human
resources and material in the economical and effective
accomplishment of a task. This encompasses the functions of:
OHP 2
a.
Planning;
b.
Organizing;
c.
Innovating;
d.
Directing;
e.
Coordinating; and
f.
Controlling.
Note: Both the
leadership and
management
definitions make
reference to
accomplishing a
task.
Command is defined as the lawful authority that a leader exerts
over subordinates by virtue of rank and appointment. A CO is
2/4
OHP 3
appointed the formal (official) head of a unit and has legal
authority over the cadets and staff under his or her charge. In
turn, a CO can appoint a cadet to act with authority and command
a section under his or her supervision.
IV
V
CONFIRMATION STAGE 2
1.
Define Leadership.
2.
Define Management.
3.
Define Command.
STAGE 3:
POWER AND “THREE IN ONE”
TIME: 7 Minutes
1.
While officers of the Cadet Instructor’s Cadre (CIC) are
responsible under the National Defence Act, cadets are not.
Cadets who lead other cadets do not have a legal basis for their
appointment, simply an institutional one. A cadet leader can rely
on other sources of “power” or substance for their command:
a.
Referent power – when you are admired, identified with,
or valued by a group members, they are more likely to
agree with you, support your opinions, and follow you.
b.
Legitimate power – when a young person joins cadets they
implicitly accept the authority of command of cadet
leaders. This is defined by your rank and position – an
indication of the level of support given to you by your
Commanding Officer.
c.
Expert power – the more skill, knowledge and experience
you have will generate the respect of your team and their
acceptance of you as leader.
d.
Reward power – is based in your ability to, and your
perceived predisposition to, praise and reward team
members for positive behaviour. Your team will respect
(and then learn to expect) appropriate rewards, and this
expectation gives you strength to influence their
behaviour.
e.
Coercive power – is based on your ability to withdraw
rewards or opportunities, and in some cases enforce
disciplinary action. A leader who relies heavily on this
power will soon nullify its effect – their team will lower
their expectations of reward and be less influenced by
negative action.
3/4
OHP – 4
OHP - 5
2.
VI
Three in One: Cadet leaders will employ elements of leadership
and management within the authority of their command position.
This combination is seamless – the two methods are used where
appropriate to move the team towards success. Identify the issues
and elements of leadership, management and command in the
scenario in the Cadet Reference Book, Page 11-17.
CONFIRMATION STAGE 3
1.
What are the five types of power that cadets may rely upon?
2.
Can a leader employ elements of leadership and management at
one time?
3.
Give an example of a situation where you would employ elements
of both.
PERFORMANCE CHECK
I
TIME: 3 Minutes
Cadets must define the terms: Leadership, Management and Command.
1.
Test cadet’s knowledge on the definitions of Leadership, Management and Command.
2.
Annex A to this lesson provides three scenarios to enable the cadets to distinguish the
difference between - Leadership, Management and Command.
CONCLUSION
SUMMARY:
RE-MOTIVATE:
TIME: 1 Minute
A.
During this period cadets have learned about Leadership, Management
and Command.
B.
Remember that every leader is different and therefore the methods used to
complete a task will depend on the individual and the circumstances.
A.
Comment on student progress.
B.
This material will enable cadets to develop and understand their leadership
style.
C.
The next lesson in Leadership is to List the Three Styles of Leadership.
4/4
The ART of influencing human behaviour
In order to accomplish a task in the manner
desired by the leader.
A LEADER causes people to act, and brings
them to do what he/she is required to do.
411.05 – Silver Star
OHP - 1
The SCIENCE of employing human resources
and material in the economical and effective
accomplishment of a task.
Good managing encompasses good:
• Planning
• Organizing
• Innovating
411.05 – Silver Star
• Directing
• Coordinating
• Controlling
OHP - 2
The lawful authority that a
leader exerts over
subordinates by virtue of
rank and appointment
411.05 – Silver Star
OHP - 3
• Referent Power
• Reward Power
Admiration and identification.
Based on your power to reward,
praise and cast favour upon
those that work well for you.
• Legitimate Power
The power bestowed upon you by
the Commanding Officer.
• Coercive Power
• Expert Power
Based on your power to withdraw
rewards and opportunities, and
impose disciplinary procedures.
People will respect you more as
you demonstrate proficiency ,
skill and knowledge.
411.05 – Silver Star
OHP - 4
• Reward Power
Based on your power to reward,
praise and cast favour upon
those that work well for you.
• Coercive Power
Based on your power to withdraw
rewards and opportunities, and
impose disciplinary
procedures.
411.05 – Silver Star
OHP - 5