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 Americans. 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. The   idea   that   followership   is   the   reverse   or opposite  of  leadership  is  wrong.  For  example,  if  a leader is decisive, the reverse says that the follower is indecisive;   or   if   the   leader   is   organized,   that   the follower is disorganized. The list is unending, but you can   see   that   leadership   and   followership   are   not opposites. 2.   Leaders perform both roles at the same time. A  leadership  role  and  a  followership  role  can  be, and   usually   are,   performed   simultaneously.   In providing   guidance   for   the   worker,   a   supervisor   is functioning as a leader. At the same time, a leader may 1-3