• PICTURE

ADAPTIVE LEADERSHIP TO COPE WITH ECONOMIC

CHANGES : INDIVIDUAL AND SOCIETAL

FG OFFR SAUMYA SINGH

33 SQN
 PREVIEW
 INTRODUCTION
 LEADER
 LEADERSHIP STYLES
 MILITARY LEADERSHIP
 FAILURE IN LEADERSHIP
 ADAPTIVE CHALLENGE
 ADAPTIVE LEADERSHIP
 RECOMMENDATIONS
 INTRODUCTION
 LEADERSHIP MEANS DIFFERENT THINGS TO DIFFERENT PEOPLE
IN DIFFERENT SITUATIONS
 LEADER
 OXFORD DICTIONARY DEFINES A LEADER AS –

“THE PERSON WHO LEADS OR COMMANDS A

GROUP,ORGANIZATION OR COUNTRY”
 IDEAL LEADER
 A GOOD LEADER IS A PERSON WHO DOES THE FOLLOWING:

 CREATES AN INSPIRING VISION OF THE FUTURE

 MOTIVATES AND INSPIRES PEOPLE

 MANAGES DELIVERY OF THE VISION

 COACHES AND BUILDS A TEAM

LEADER
OR
 LEADER VS BOSS
 BOSS CREATES FEAR, LEADER CONFIDENCE
 BOSS FIXES BLAME, LEADER CORRECTS MISTAKES
 BOSS KNOWS ALL, LEADER ASKS QUESTIONS
 BOSS MAKES WORK DRUDGERY, LEADER MAKES IT INTERESTING
 BOSS IS INTERESTED IN SELF, LEADER IS INTERESTED IN THE GROUP
 LEADERSHIP STYLES

• AUTOCRATIC
• DEMOCRATIC
• LAISSEZ-FAIRE
AUTOCRATIC
DEMOCRATIC
LAISSEZ-FAIRE
 MILITARY LEADER
“ YOURS IS THE PROFESSION OF ARMS, THE WILL TO WIN, THE SURE
KNOWLEDGE THAT IN WAR THERE IS NO SUBSTITUTE FOR VICTORY,
THAT IF YOU LOSE, THE NATION WILL BE DESTROYED, THAT THE VERY
OBSESSION OF YOUR PUBLIC SERVICE MUST BE DUTY, HONOR,
COUNTRY. ”
 MILITARY LEADER
• PUT OBLIGATIONS IN CORRECT ORDER:
– THE CONSTITUTION, THE SERVICE, THE UNIT, AND FINALLY, SELF

• SHOW FAITHFULNESS TO UNIT AND COMRADES BY FINISHING ALL

TASKS WITH THEM

• CARRY OUT TOUGH ORDERS WITHOUT EXPRESSING PERSONAL

CRITICISM

• DEFEND SOLDIERS AGAINST UNFAIR TREATMENT FROM OUTSIDE OR

ABOVE

• BALANCE THE MISSION, FAMILY, AND PERSONAL NEEDS

 MILITARY LEADER
• PERSONAL COURAGE INCLUDES THE NOTION OF TAKING
RESPONSIBILITY FOR YOUR DECISIONS AND ACTIONS

• PHYSICAL COURAGE MEANS OVERCOMING FEARS OF BODILY HARM

AND STILL BEING ABLE TO DO YOUR DUTY

• MORAL COURAGE IS THE WILLINGNESS TO STAND FIRM ON YOUR

VALUES, PRINCIPLES, AND CONVICTIONS, EVEN WHEN THREATENED

• ENSURE DISCIPLINE ISN'T JUST BLINDLY FOLLOWING ORDERS OR

JUST IMPOSING PUNISHMENT FOR INFRACTIONS

• LEADERS OF EFFECTIVE TEAMS RECOGNIZE THE GOOD WORK OF

THEIR SOLDIERS
ECONOMIC CHANGES

IAF YESTERDAY
ECONOMIC CHANGES

IAF TODAY
ECONOMIC CHANGES
AIR WARRIORS’ YESTERDAY

• PRIDE IN UNIFORM
• HONOUR
• RESPECT
• LOVE FOR COUNTRY
 ECONOMIC CHANGES
AIR WARRIORS’ TODAY

• JOB SECURITY
• PAY PACKAGE
• PERKS
• MEDICAL FACILITIES
“IT IS GOOD TO HAVE MONEY AND THE THINGS THAT
MONEY CAN BUY, BUT IT'S GOOD TOO, TO CHECK
UP ONCE IN A WHILE AND MAKE SURE YOU
HAVEN'T LOST THE THINGS MONEY CAN'T BUY.”
 FAILURES IN LEADERSHIP
• “ I AM HERE TO SERVE YOU AS YOUR COMMANDER, MENTOR,
COMPANION AND BROTHER-IN-ARMS “

• “ WHEN I ASK YOU TO DO SOMETHING, KNOW THAT I DO SO BECAUSE

YOU ARE THE BEST PERSON I KNOW TO DO IT ”

 INABILITY TO ORGANIZE DETAILS

 UNWILLINGNESS TO DO THINGS YOURSELF AND EXPECTING THE

SAME FROM OTHERS
 FEAR OF COMPETITION
 FAILURES IN LEADERSHIP
• “I WILL GIVE YOU LOYALTY, INTEGRITY & TRUST FOR FREE;
I MUST EARN YOURS.”

• “ SUCCESS IS YOUR CROWN; WEAR IT WITH MODESTY AND

HUMILITY. FAILURE IS MY BURDEN, FOR IT WILL BE I WHO HAS
FAILED YOU.”

 EMPHASIS ON THE "AUTHORITY" OF LEADERSHIP

 SELFISHNESS
 FAILURES IN LEADERSHIP
• “WHEN WE ARE FACING THE ENEMY, I WILL BE IN FRONT OF YOU.
WHEN THE ENEMY IS BEHIND US, I WILL BE WATCHING YOUR
BACKS.”

 DISLOYALTY

 LACK OF IMAGINATION
 LEADERSHIP CHALLENGES

FAST CHANGING ECONOMY

WITH DIRECT EFFECT ON
TECHNOLOGY

INCREASED ASPIRATIONS AT ALL

LEVELS

REDUCTION OF SOCIAL AND

EDUCATIONAL DIVIDE
 LEADERSHIP CHALLENGES

CORRUPTION

PERCEIVED INJUSTICE COMPLEX

DEVELOPING SUB-ORDINATES

DIVERGENCE FROM CHAIN OF

COMMAND
 ADAPTIVE CHALLENGE
 CHANGE THAT OCCURS WHEN PEOPLE AND
ORGANIZATIONS ARE FORCED TO ADJUST TO RADICALLY
ALTERED ENVIRONMENT

 INDIVIDUAL’S ABILITY TO RECOGNIZE

 CHANGES IN ENVIRONMENT
 IDENTIFY CRITICAL ELEMENTS
 TRIGGER CHANGES
 MEET NEW REQUIREMENTS
 ADAPTIVE CHALLENEGE

REALITY G A P ASPIRATION
 ADAPTIVE LEADERSHIP
• A MODEL FOR MEETING THE
MOST DIFFICULT CHALLENGES OF
ECONOMY

• ADAPTIVE LEADERSHIP IS NOT

SOMETHING YOU DO TO PEOPLE
BUT SOMETHING YOU DO WITH
PEOPLE

• IT IS
 FLEXIBLE
 DIAGNOSTIC
 PARTNERING
 ADAPTIVE LEADERSHIP

AREA OF RESPONSIBILITY

MEASURE PERFORMANCE

SET GOALS
 ADAPTIVE LEADERSHIP
GOOD
PERFORMANCE

MORE SUPPORT
LESS DIRECTION

EVENTUALLY LESS
SUPPORT

PROCEED WITH SUCCESS

SET NEW GOALS

 ADAPTIVE LEADERSHIP
POOR
PERFORMANCE

MORE SUPPORT
MORE DIRECTION

MORE DIRECTION
EVENTUALLY LESS
SUPPORT

RETURN TO START,
REVIEW AND CLARIFY
GOAL(S)
 ADAPTIVE LEADER
 UNDERSTAND THAT CHANGE WILL BE DIFFICULT

 FIND OUT WHY THE GAP EXSISTS

 WORK WITH OTHERS TO FIGURE OUT HOW TO CLOSE THE GAP

 MAKE BEST POSSIBLE USE OF PREVIOUS WISDOM AND KNOW-HOW

 HAVE THE COURAGE TO IMPLEMENT AND EXPERIMENT

 RECOMMENDATIONS

 IDENTIFY THE ‘’ADAPTIVE CHALLENGE’’

 REGULATE DISTRESS

 MAINTAIN DISCIPLINED ATTENTION

 GIVE WORK BACK TO PEOPLE

 GET OFF THE DANCE FLOOR

 RECOMMENDATIONS

"THE PROBLEMS WITH THIS WORLD CANNOT POSSIBLY BE

SOLVED BY SCEPTICS OR CYNICS WHOSE HORIZONS ARE
LIMITED BY THE OBVIOUS REALITIES. WE NEED PEOPLE WHO
CAN DREAM OF THINGS THAT NEVER WERE."

JOHN F. KENNEDY (1917 - 1963)

CONCLUSION
“ THE TRUE JOURNEY OF DISCOVERY DOES NOT
CONSIST IN SEARCHING FOR NEW
TERRITORIES BUT IN HAVING NEW EYES”
THANK YOU