Leadership Development Plan
TSGT DANNY R. TAYLOR
SOUTHWESTERN COLLEGE
LEAD 520
15 JUNE 2011
Overview
 1 - My Leadership Style
 2 - Organizational Structure and Chain of Command
 3 - Performance Evaluation Measurement and Feedback
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Process
4 - Team/Group/Individual Performance Development
5 - Group/Team Decision Making Process and
Responsibility
6 - Internal and External Communication Processes
7 - Conflict Resolution Process
8 - Change Management Process
9 - Final Thoughts
10 - Summary
My Leadership Style
 Styles of Abraham Lincoln
 Persuade Rather Than Coerce
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Lincoln believed if you first convinced someone you are their
friend, you could then easily win them to your cause (Phillips,
1992).
Manage by Walking Around

Lincoln was once quoted, as he was relieving Gen. John C.
Fremont, saying “his (Gen. Fremont) cardinal mistake is that he
isolates himself & allows nobody to see him; and by which he does
not know what is going on in the very matter he is dealing with”
(Phillips, 1992, p. 13). I would not want this to be said about me. I
want to be seen as active in the mission of my organization.
My Leadership Style
 Styles of Dr. Paul Hersey
 Variable Leadership Styles

Dr. Hersey’s leadership philosophy changes to fit the specific
needs of the follower (Hersey, 1984).
 By changing the leadership style to adapt to the follower, a
leader can fit specific abilities to a specific follower.
Delegation
 If a follower is strong in confidence and knows their job well, a
leader can delegate tasks to the follower with confidence the job
would be performed correctly (Hersey, 1984).
Participation
 If a follower is not so confident in ideas and theory, then a
leader can solicit the participation of the follower to increase
their ability (Hersey, 1984).
My Leadership Styles
 Styles of Dr. Paul Hersey (cont)
 Variable Leadership Styles
Selling
 If a follower performs well on the job, but may be resistant to
change the leader can sell the new ideas with clarification
through explanation (Hersey, 1984).
Telling
 If a follower is not performing and does not have a wealth of job
knowledge, the leader need to tell the follower what has to be
done (Hersey, 1984).
I can appreciate the simplicity in accessing a follower from
displayed traits and behavior and then applying a leadership
style accordingly.
Organizational Structure and Chain of Command
 Squadron Commander (CC)
 Chief Enlisted Manager (CEM)

Flight Commander (TTM/CC)
 Superintendent (TTM/SUP)
• Section Chief (TTM/WFSM)
 TSgt Danny R. Taylor (TTM/Instructor)
• Commander (CC)
• Technical Training Mechanical (TTM)
• Water and Fuels System Maintenance (WFSM)
Performance Evaluation Measurement and Feedback Process
 Feedback Process (filed on Air Force Form 931)
 Feedback is given twice before a Performance Report is flied
Initial feedback is provided to subordinate within 60 days of
supervisor being appointed
 Midterm feedback is given half way between the date initial
feedback is given and closeout of Annual Performance Report
 Effective, Measurable, Attainable standards should be set
during initial feedback which are in accordance with
appropriate Air Force Instructions and supervisors expectations
for the subordinate

Performance Evaluation Measurement and Feedback Process
 Enlisted Performance Report Process (filled on Air
Force Form 911)
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Enlisted Performance Reports (EPR) are completed annually
and will encompass the typical behavior and performance of
the subordinate in relation to set standards and rated against
his or her peers
EPR is filled in subordinates professional record and rating
effects the subordinates chances for promotion testing; ratings
are from 1 to 5, with 5 being the highest a subordinate can
receive
Team/Group/Individual Performance Development
 Development
 Team and group development will be addressed through classes
available through agencies designed to facilitate team and group
development; also, quarterly there will be an office group development
initiative in which all staff will work together to accomplish a set task
 Individual development will be addressed in two ways:
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Personally
 Individuals can progress personally by participating in a wide variety of
educational opportunities offered by the education office or by finding
volunteer opportunities offered all over the local community
Professionally
 Individuals will be allowed professional progression through Professional
Military Education opportunities presented when the individual is eligible;
professional progression will also be provided by career field specific
training opportunities to broaden the career field knowledge of the
workforce
Group/Team Decision Making Process and Responsibility
 Group/Team Development
 Following the five stages of group/team development will ensure the
group/team can make effective decisions and responsibly tackle any task
placed in from of them
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Stage One: Forming, the team is coming together for the first time, usually
occurs during the initial meeting. Members are usually quiet and trying to get
a feel for the group
Stage Two: Storming, individuals begin to open up and personalities clash
and cause argument, differences of opinion cause the formation of cliques in
the group
Stage Three: Norming, the group has begun to reach steady-state, are sticking
to accepted norms and beginning to break the project into workable sections
Stage Four: Performing, here the team has reached the pinnacle of production
and should be set to complete the project on time
Stage Five: Adjourning, the team project is complete and everyone is set
disband, possibly feelings of sadness with project being over and individuals
have made new alliances throughout the project
Group/Team Decision Making Process and Responsibility
 Group/Team Development (cont)
 If the five stages are allowed to be entered and progressed
through without interruption, the group will be a cohesive unit
capable of making mission related decisions with ease.
 New members may be added to the team at any time, but
anytime this occurs the team must go back to the forming
stage and properly induct the new member/s
Internal and External Communication Processes
 Internal Communication

Occurs in Three Directions
Upward
 There will always be information which requires passing to those
up the chain of command; It must be forwarded in a timely manner
with the correct level of respect accompanying the correspondence
 Laterally
 Information will pass between coworkers which is necessary for the
mission to continue; passing information fluidly between coworkers
builds trust and teamwork in the organization
 Downward
 Information will pass from the upper echelon to the team members.
Whether plans for change and expansion or congratulations for a
job well done, the leaders communication will provide either
guidance or praise
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Internal and External Communication Processes
 External Communication

Communications outside the organization occur with:
Local Vendors
 Communication with parts and materials suppliers must be
accurate to ensure the right supplies are procured at the right time
 Support Agencies
 Lines of communication with support agencies must stay active in
order to provide members with up-to-date information regarding
pay, allowances, changes of policy and other personal and
professional potentially career impacting information
 Sister Services
 Open communication with sister services allows for shared training
opportunities and transfer of information; both of which allow us to
stay the most effective Air Force in the world by developing
strategic war fighting capabilities
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Conflict Resolution Process
 Conflict Resolution Through Understanding
 Conflicts in the workplace will be addressed by using proven conflict
resolution steps which require the disputing workers to understand not
only each other but also themselves
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Each person should know things about their coworkers
 Getting to know coworkers will allow for differences in personalities and
opinion to be known
 Knowing how someone is may shed light on why they are acting a certain
way and alleviate conflict over the situation
Each person should know themselves; what sets them off or gets them excited,
what type of personality do they have
 By each person knowing these things, they can avoid the situations they
know will cause them conflict or provide the skills necessary to handle the
situations which cannot be avoided
Having knowledge of self and others will bring understanding which can
eliminate conflict and make the work center a more cohesive place
Understanding can also let us see someone else’s side of a situation
Change Management Process
 Change by Involvement
 Change is handled through a systematic change process
Step One: Unfreeze
 In this step, changes are explained; their need, what good they
will bring, how it will impact, who will be involved and what
individual responsibility will be of each member during the
change
 Step Two: Change
 In this step the change is put into action
 Step Three: Refreeze
 In this step the change is locked in by changing any
documentation of old processes to new processes as not to
revert to the old way of doing business

Final Thoughts
 This presentation was modeled after my current position as a Technical
Sergeant in the United States Air Force. I did not choose the specific
leadership styles because they are always something I see put into
practice, rather they are tools I have placed in my ever growing
proverbial tool box. Having such a variety to chose from allows me
versatility in my work center.
 The practices mentioned throughout the remainder of this presentation
are Air Force taught principles that have been adapted from the
business world to be applied in military work centers as well as on the
war front.
 I have had the opportunity to see theses processes applied in a practical
setting and, when uses correctly, their outcome is always mission
success and a stronger team.
Summary
 1 - My Leadership Style
 2 - Organizational Structure and Chain of Command
 3 - Performance Evaluation Measurement and Feedback







Process
4 - Team/Group/Individual Performance Development
5 - Group/Team Decision Making Process and
Responsibility
6 - Internal and External Communication Processes
7 - Conflict Resolution Process
8 - Change Management Process
9 - Final Thoughts
10 - Summary
References
 Hersey, P. (1984). The situational leader. New York,
NY: Warner
books.
 Phillips, D. T. (1992). Lincoln on leadership. New
Warner books.
York, NY: