Full Range Leadership Behavior (FRLD)

The NCO DLC has taught me a great deal about the leader I was before the course and the type of leader I hope to be in the future. Through the lesson concepts and exercises, I have recognized my own areas of strength and self-improvement. According to the Full Range Leadership Development (FRLD) leadership styles, I am a transformational leader that promotes positivity in my work center, and I inspire other within my team to complete the mission. My hope is to improve myself as a leader and change how people view me as a leader within the next three to five years.

Based on the Electronic Self-Assessment of Leadership Behavior (e-SALB) results, I identified myself as being a transformation leader. I am strong in intellectual stimulation

and inspirational motivation. I show my intellectual stimulation to my supervisor and subordinates by encouraging them to take risks and be creative with their intelligence products. Also, I show my inspirational motivation by being optimistic and enthusiastic about what my supervisor and subordinates are working on and our team’s mission. I want everyone in my team to have a strong sense of purpose, be engaged, and promote positive two-way communication.
As a transformational leader within my team, I recognize that I have my own areas for improvement. I have identified individualized consideration and idealized influence as two areas for improvement. While I encourage everyone in my work center and solicit feedback, I need to take the concept of idealized influence and be more charismatic with my approach. Often I have no problems articulating what needs to be done, but it’s a more direct approach. Taking this into account, I can apply the concepts interpersonal communication and take a combined approach. Being more charismatic with my approach will also help with my inspirational motivation and help me articulate the vision and paint a more enthusiastic picture of what we hope to accomplish.
Taking into account individualized consideration will be the most difficult area for self-improvement of my transformational leadership style. I hope I can be inspiring enough to develop my subordinates and peers to be leaders. However, I must remember each member has individual needs and aspirations. Keeping in mind the McClelland’s Need Theory, the three primary needs a member must have to be motivated are the need for achievement, need for affiliation, and the need for power. I will use McClelland’s Need Theory to assess what each team member needs to stay motivated.
Over the next three to five years, I hope to improve upon my transformational leadership style and be an inspiration for others to follow.

Also, I want to apply contemporary motivation with my influence as a leader. As a leader, I want to take my supervisor, subordinates, and peers from just the membership level all the way through the performance and involvement level in their commitment to the organization and mission. To accomplish this change, I can incorporate some behaviors of transactional leadership and recognize when my team members are performing above expectations. In addition, I will use my power as a supervisor and give out supervisory rewards when I recognize it as being necessary. Some examples of rewards can include cash rewards for my civilians, time-off for the top performer, and even recommendations for future leadership roles of my subordinates. I believe as a leader, team members should be recognized when they are performing exceptionally well within the

organization.
I want to be perceived as the leader to promote team building and recognizing when I need to step in as the leader if the workload is getting to be too much. I’ve learned that failing to apply the concepts of team building and team roles, there could be a hindrance to productivity and mission accomplishment. Without established team roles, I noticed my team rushing to implement new ideas, the team sitting idle, details overlooked, lack of idea implementation, and increased stress. As the NCOIC, I will have my team members complete an electronic assessment to determine their team role of either being a creator, advancer, refiner, executor, or flexor. Then, I will place them accordingly to minimize the hindrances to team building and maximize mission accomplishment.
I do not want to be perceived as the leader to always put the mission first without taking care of my people.

Instead, I want to be perceived as placing people first by recognizing the organizational factors of stress when the workload gets to be too much. The task demands in the intelligence community are a large source of stress and people will react differently to this stress. As a leader, my responsibility is to recognize when the prevalence of stress is having a negative impact on my supervisor, subordinate, peers, or mission, and create a stress management strategy catered to that individual. Again, it goes back to the individual considerations of being a transformational leader. Failing to recognize stress could cause physiological symptoms, psychological symptoms, and behavioral symptoms. I must identify changes in my team member’s health, signs of job dissatisfaction, changes in productivity, prolonged absences, and substance abuse. People react differently to stress, and I must adapt my leadership approach to address the identified factors of

stress.
Relationships in the intelligence community are key because of how close-knit and small the intelligence community is worldwide. In the next three to five years, despite changing rank or military assignments, there is a high likelihood I will see my supervisor, subordinates, or peers at another assignment. I hope to be able an effective transformation leader and show improvement in my leadership abilities with my team. Hopefully, by changing my approach as a transformational leader, I will be a better leader and positive influence for my team.