Explain The Five Essential Qualities Of Effective Followership
Module 6 of the Non-Commissioned Officer Academy (NCOA) focused on the relationship and importance of both leaders and followers. The one concept I found most important in this module was the 5 essential qualities of effective followership—specifically that of self-management. It is imperative that leaders today know when and how to first be followers, and the one quality I know that I need to work on is knowing when it is time to lead and when it is time to embrace humility and be a follower. To begin with, NCOA Course 15 defines the 5 essential qualities of effective followership to be self-management, commitment, competence, integrity, and initiative. While each of these attributes are important to create the whole-person follower, self-management is the quality that I have identified that I need to improve on. Self-management is defined as “the ability to determine one’s own goals within a large context and to decide what role to take at any given time” (NCOA Course 15, Chapter 2, p.71). No matter the position we as leaders find ourselves in, there will be many times when we will not be the one in charge and need to be able to take a back seat in a given situation. If self-management is not effectively employed, problems will not be resolved in a
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timely manner, the individual designated as the leader will lose referent power with the group, and overall group effectiveness will be degraded. I will personally apply the concept of self-management in my near-future role as an Aircraft Maintenance Officer.
I will accomplish this by embracing humility and recognize going into the officer world knowing that I do not know everything and each member of the unit I am assignment to has something to contribute. When assigned to work with Non-Commissioned Officers (NCOs), Senior Non-Commissioned Officers (SNCOs), and other junior officers, I will submit to the authority of the designated leader of the working group and only submit my ideas and inputs when asked. I will allow the individual in charge to lead the group in the direction that they see fit and submit to their authority by asking
questions
such as “Have you thought about this scenario?” and “What are your thoughts on this process?”. Only if the timing and situation requires will I challenge a decision made by the leader of the group. Making self-management a staple in my followership tool belt will not only allow me to become a better leader, but will enhance the effectiveness of subordinates, peers, and supervisors. Demonstrating self-management with NCOs, SNCOs and subject-matter experts (SMEs) will demonstrate my faith and confidence in what they bring to the table as well as my desire to learn from what they have to offer. In regards to dealing with other Lieutenants and Captains, showing self-management will only prove to enhance relationships across flights and units as well as bolster the leadership ability of the officers when they are given the opportunity to lead their peers. Finally, supervisors will see that I am being a good follower by the support and humility that I show, whether it be executing their maintenance schedule or helping them find a way to make a mission happen. As with subordinates and peers, being an overall good follower allows growth for all—to the very top of the chain of command—when we understand and embrace the role we have been given and manage ourselves accordingly.
timely manner, the individual designated as the leader will lose referent power with the group, and overall group effectiveness will be degraded. I will personally apply the concept of self-management in my near-future role as an Aircraft Maintenance Officer.
I will accomplish this by embracing humility and recognize going into the officer world knowing that I do not know everything and each member of the unit I am assignment to has something to contribute. When assigned to work with Non-Commissioned Officers (NCOs), Senior Non-Commissioned Officers (SNCOs), and other junior officers, I will submit to the authority of the designated leader of the working group and only submit my ideas and inputs when asked. I will allow the individual in charge to lead the group in the direction that they see fit and submit to their authority by asking
questions
such as “Have you thought about this scenario?” and “What are your thoughts on this process?”. Only if the timing and situation requires will I challenge a decision made by the leader of the group. Making self-management a staple in my followership tool belt will not only allow me to become a better leader, but will enhance the effectiveness of subordinates, peers, and supervisors. Demonstrating self-management with NCOs, SNCOs and subject-matter experts (SMEs) will demonstrate my faith and confidence in what they bring to the table as well as my desire to learn from what they have to offer. In regards to dealing with other Lieutenants and Captains, showing self-management will only prove to enhance relationships across flights and units as well as bolster the leadership ability of the officers when they are given the opportunity to lead their peers. Finally, supervisors will see that I am being a good follower by the support and humility that I show, whether it be executing their maintenance schedule or helping them find a way to make a mission happen. As with subordinates and peers, being an overall good follower allows growth for all—to the very top of the chain of command—when we understand and embrace the role we have been given and manage ourselves accordingly.