team work and cooperation within the work
center. Remember the following guidelines when
the skill of influencing:
Persuade or sell ideas. Your people will buy
into an idea faster if it is in their own self-
Build political coalitions or potential
Gain commitment to organizational goals,
traditions, and values by appealing to a
Make others feel strong.
Influence by personal example.
Explain why, share information,
municate the intent of actions.
TEAM BUILDING. Team building is the
act of promoting a spirit of team work and
cooperation within or among work groups. In
other words, you influence members of work
groups to cooperate with each other to complete
assigned tasks. In team building, you create
visions of I win, you win situations. (There is
no loser and the team is the winner.) Once a work
group reaches its goal, such as achieving battle
efficiency E, subordinates will take pride in and
identify with their accomplishments.
This leadership skill is especially important in
nonroutine situations requiring cooperation
between work groups to accomplish tasks. Once
team members at all levels of the chain of
command see the contribution their team effort
makes to the Navys mission, they will cooperate
Although you alone cannot develop esprit de
corps among the ships crew, your efforts can
contribute to it. Wear your uniform proudly;
compliment your people when they present a neat,
sharp appearance. During inspections of compart-
ment spaces, commend personnel for their team
efforts and extra work in contributing to the good
conditions of the spaces. Then point out any areas
that need improvement and give suggestions on
how to bring those spaces up to standards.
Compliments, as long as they dont result in
flattery, can encourage people to do a better job.
Use the following guidelines when exercising the
skill of team building:
Communicate to others the need for
cooperation or teamwork.
Inspire teamwork in nonroutine situations
requiring cooperation between people and
work groups to accomplish tasks.
3. Act to create symbols of group identity,
pride, or team effort.
DEVELOPING SUBORDINATES. Effec-
tive leaders develop subordinates by instructing,
coaching, helping, and training them to become
leaders themselves. They help subordinates do
their jobs more skillfully and responsibly to meet
Developing subordinates requires you to do
more than give orders. You must set a good
example, provide information and encourage-
ment, and pass on your knowledges and skills.
Effective leadership requires a balance between
setting an example and delegating duties. Follow
three guidelines when developing subordinates:
1. Transfer expertise by setting an example.
2. Provide the information and encourage-
ment needed to get the job done.
3. Coach by making training opportunities,
expert help, and resources available to subordi-
LEADERSHIP STYLE . Leadership style is
the characteristic or typical behavior of a person
in various leadership situations. The many
elements that determine a persons leadership style
include the following:
persons motives and values
specific leadership situation
job or task involved
leadership styles of the persons past
The effectiveness of a particular leadership
style depends on the character of the subordinates,
the nature of the task, and the requirements
of the task involved. Coercer, authoritarian,
affiliator, democrat, pacesetter, and coach leader-
ship styles are discussed as follows:
Coercer. Leaders who use the coercer
leadership style expect unquestioned compliance
with their plans and instructions. Coercers
practice the following methods in their leadership
1. Do not listen to subordinates ideas or
suggestions; subordinates see them as