Lockheed Martin: Full Spectrum Leadership

Introduction of Company

Lockheed Martin is an American worldwide aviation, protection, security, and propelled advancements organization with overall interests. The merger of Lockheed Corporation with Martin Marietta in March 1995 shaped it. It is headquartered in Bethesda, Maryland, in the Washington, DC, range. Lockheed Martin utilizes 126,000 individuals around the world. Marillyn Hewson is the present President and Chief Executive Officer.

Lockheed Martin is one of the biggest organizations in the aviation, guard, security, and advances industry. It is the world's biggest safeguard contractual worker in view of income for monetary year 2014. In 2013, 78% of Lockheed Martin's incomes originated from military deals; it beat the rundown of

US government temporary workers and got about 10% of the assets paid out by the Pentagon. In 2009 US government contracts represented $38.4 billion (85%), outside government contracts $5.8 billion (13%), and business and different contracts for $900 million (2%).
History of Lockheed Martin
Merger talks between Lockheed Corporation and Martin Marietta started in March 1994, with the organizations declaring their $10 billion arranged merger on August 30, 1994.The arrangement was finished on March 15, 1995, when the two organizations' shareholders affirmed the merger. The fragments of the two organizations not held by the new organization shaped the reason for the present L-3 Communications, a moderate size barrier contractual worker in its own particular right. Lockheed Martin likewise later spun off the materials organization Martin Marietta Materials.
Both organizations contributed critical items to the new portfolio. Lockheed items incorporated the Trident rocket, P-3 Orion, F-16 Fighting Falcon, F-22 Raptor, C-130 Hercules, A-4AR Fighting hawk and the DSCS-3 satellite. Martin Marietta items included Titan rockets, Sandia National Laboratories (administration contract procured in 1993), Space Shuttle External Tank, Viking 1 and Viking 2 landers, the Transfer Orbit Stage (under subcontract to Orbital Sciences Corporation) and different satellite models.

Leadership style in Lockheed Martin
Full Spectrum Leadership is the cornerstone of leadership at Lockheed Martin.
Corporate culture change takes place in two ways: It grows from the bottom up, as shifting social and economic realities weave their way into the fabric of an organization. And it flows from the top down, as leaders recognize the inevitable changes taking place in the world and shape them to serve the best interests of the organization and everybody who is part of it.2
Full Spectrum Leadership is Lockheed Martin’s model for promoting and accelerating the latter type of change - the type that allows the company to create its own destiny and ensure that it will continue to thrive in the face of new competitive challenges.

The characteristics of Full Spectrum Leadership are embodied in the five imperatives:

• Deliver Results

• Shape the Future

• Build Effective Relationships

• Energize the Team

• Model Personal excellence, Integrity and Accountability

Since Full Spectrum Leadership was introduced in January 2006, it has provided a consistent foundation for selecting, developing and assessing the performance of leaders at all levels. Full Spectrum Leadership has become embedded in the Lockheed Martin culture, and it has changed how leaders perceive their roles in the company.

Questionnaire with Employee on leadership

1. What are the most important values you demonstrate as a leader?

The most important value that I have is my integrity. I demonstrate honesty and trust in all my actions to establish credibility as a leader. By having this conviction behind my words and actions, those who I lead are gain buy in to the direction I take them.

2.How have you gained commitment from your

team?
I gain commitment from my teams by influencing and persuading them to set specific objectives and buy into the process. Once they have established cooperation and cohesion, they are on board to attain the goal.
3.How can a leader fail? Tell me about a time when you failed as a leader.
A leader can fail when they can’t get their team on board with the goals of the organization. Factors outside of a leader’s control may also lead to failure such as available resources, time constraints, and the economy.
In the example, you give, make sure that you talk about how dealt with a difficult challenge and how you analyzed the setback.

Make sure you explain how to seek honest feedback to ensure that you learned from the failure.

4. What is the difference between a Team leader and a Team manager?

A manger can handle tasks and responsibilities and ensure that others get their work done. A leader will inspire and motivate their team to achieve their goals.

5. What is your greatest strength?

Being able to lead and inspire a team to perform their best and strive to achieve goals. I do this through relationship building, being passionate about the goals, and influencing those around me.

6. What would be your greatest weakness?

When I delegate duties to others that I know I can do better myself. However, if I don’t delegate, then I could end up with more work than I can handle myself. I’ve taken courses in time management and learned how to effectively delegate tasks to overcome this weakness.

7. How do you get others to accept your ideas?

I talk about the benefits of the idea and how to apply it. I would stay open to other thoughts and change my ideas in a way that we can all agree. When you gain buy in from others, you are much more successful in attaining the goals than when you make it mandatory to follow

procedure.

8. How would you go about praising a team member in public?
I would use a time when we would be gathered in a group, such as a meeting to bring up the praise to the team member. I would recognize their success in front of the group so others could also learn best practices
9. Are you more effective in a group or one on one basis?
I feel that I am more effective in a group because everyone has some special quality that they bring to a group. We can develop our interpersonal skills by helping those in the group who need it as well as learning from those who are successful.
10. How often do you feel it’s necessary to meet with your team?
I feel that I should meet with my team at least once a week on a set time and day of the week. Communication among teams is critical and this will give the team an opportunity to get together on a regular basis and talk about their challenges and best practices. Also, when our team reaches a milestone, new project begins, an award or promotion is given, or when there is a challenging situation, I would want to bring the team together. Everyone will get the same message that way and we can celebrate successes or come together in challenging times.