By AIR COMMAND AND STAFF COLL MAXWELL AFB AL
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Additional resources for AU-2: Guidelines for Command, a Handbook on the Leadership of People for Air Force Commanders and Supervisors
This allows subordinates to take ownership and pride in achieving the vision. Leaders must maintain a firm grip on operational requirements and the strategic plan. It must be clear who is steering the ship and where it is going. Empowered subordinates must understand the limits of their power and keep the commander informed. Empowered followers need education to learn how to do the right thing and to recognize what the right thing is. Education is necessary for them to realize their potential in fulfilling the vision.
21. John Gardner, “Leadership and the Future,” The Futurist, May–June 1990, 11. 22. ” 23. Maj Gen Perry M. : Government Printing Office, 1986), 141. 24. Air Force Policy Directive (AFPD) 36-34, Air Force Mentoring Program, July 2000, 1. 25. Quoted in John C. : Thomas Nelson, 2000), 21. 26. , 18. 27. Ursula Lohmann, “Leadership Education Lessons Learned,” The Public Manager: The New Bureaucrat (summer 1994), 8. 28. Taylor and Rosenbach, 106. 29. : Sage, 1992), 25. 30. Quoted in Gardner, 12. 31. Quoted in Snyder and Graves, 6.
Integrity means identifying values and being true to them. 9. Adaptability. Followers must have the flexibility to adapt to a changing environment. 10. Self-employment. Followers must take responsibility for their careers, actions, and development. 11. Pride. Followers know their abilities and take pride in their expertise. 12. Versatility. Followers have the ability to adjust to changing roles, missions, and systems without the paralysis caused by the stress of not knowing the answers. 13. Participation.