1-2 HOW DO LEADERSHIP FUNDAMENTALS RELATE TO PEOPLE? The   most   important   element   of   leadership   is PEOPLE.  The  Navy  defines  leadership  as  follows: LEADERSHIP  IS  THE  ART  OF  INFLUENCING PEOPLE TO PROGRESS TOWARDS THE ACCOMPLISHMENT OF A SPECIFIC GOAL. An effective leader recognizes each person as an individual  with  different  values  and  beliefs.   Such influences as childhood experiences, ethnic background, and    religious    heritage    determine    an    individual’s personality,  values,  and  beliefs.   Because   of   these differences, you should be aware that the actions you take  might  affect  one  member  of  your  work  group differently than  another.  Your  actions  could  have  a positive effect on one person and a negative effect on another. As a conscientious leader, you should strive to identify and consider these differences when deciding upon a course of action. By considering these individual differences, you will avoid many misunderstandings and have a more positive influence on your subordinates. They will respect you as a person who supports equal opportunity for all. Success comes only through honest, equal,  and  thoughtful  supervision  of  your  people. Remember, since people are your greatest resource, they are worthy of your understanding and respect. When you apply the basics of leadership presented here, you will have a foundation upon which you can build. The leadership structure you build is only as good as the foundation you lay. PERSONAL QUALITIES OF A LEADER You cannot expect your subordinates to maintain higher standards than you maintain yourself. You should set standards for yourself that you expect from others— commonly referred to as “leadership by example.” People have certain expectations of all leaders. The following are some of the personal qualities or traits expected of and common to all successful leaders: HIGH STANDARDS OF PERFORMANCE— They believe anything worth doing is worth doing right. They know a lack of high-performance standards results in sloppy work. They know sloppy work costs the Navy additional  time,  money,  and  materials;  but  most important of all, it could cost the loss of a life. MORAL COURAGE—They stand up for what is right, even in the face of popular disagreement. They also accept blame when at fault. DEDICATION TO THE NAVY AND THE NATION—They are proud to be a part of the United States Navy and proud to be called an American. ENVIABLE EXAMPLE—They set an example that  is  above  reproach.  In  the  areas  of  conduct, appearance, and military bearing, they show qualities subordinates may wish to adopt for themselves. INITIATIVE—They have an inward desire that motivates them to excel; they also are willing to act without orders and to offer well-considered recommendations for the improvement of the command. People with initiative seek positions of leadership. LOYALTY TO THE CHAIN OF COMMAND—They remain faithful to the chain of command. They know they cannot expect loyalty from subordinates without being loyal to both subordinates and superiors. Simply stated, we can depend on them to support all levels of the chain of command. ACCOUNTABILITY—They are accountable, and that quality forms the cornerstone of leadership. They make decisions, good or bad, and accept the responsibility and consequences for those decisions. FOLLOWERSHIP To lead, you must first be able to follow: for without followers, there can be no leaders. —Navy saying One point we often overlook concerning successful leaders is they were successful followers before they became successful leaders. Understanding the followership role will allow you to function more effectively when you become a leader. To understand the relationship between followership and leadership, you should recognize the following facts: 1. Followership and leadership are not opposites.