Art of Leadership -Just 2 months out of training you were assigned to the Logistics ReadinessSquadron in Minot, North Dakota.

UpdatedDecember 11, 2024

Q.4 Case study
Just 2 months out of training you were assigned to the Logistics Readiness Squadron in Minot, North Dakota. It was here you began to understand the Art of Leadership – just 2 months out of training. After in-processing with the unit, you sit
down with your squadron commander, Major Carnage, and relay your lack of experience and uncertainty about the job. “Sir, I was open to anything the Air Force handed me,” you said to the commander, “but logistics in North Dakota wasn’t even close to being on my dream sheet. How am I going to
lead if I don’t even have the skills to tell people how and what to do?” The commander replied, “As an officer you should be ready to lead anywhere and
anytime you are put into a position, no matter what training you’ve had. Don’t worry about it though–you’re going to be the assistant flight
commander for Bravo Flight under the eyes of Captain Vogel, the Bravo Flight Commander.”

The Art of Leadership – Just 2 months out of training, you find yourself in a challenging situation. After 7 months on the job, Captain Vogel tells you he is leaving in 2 weeks for Columbus AFB MS for Undergraduate Pilot Training (UPT) and will be
handing the Bravo Flight reigns over to you permanently. You shudder at the thought but quickly remember what your commander had said about
officers leading anytime and anywhere. You take the job head-on, using the same techniques Capt Vogel applied to lead the flight. For some reason, the
15 personnel under your supervision randomly disregard your orders and quickly fall behind on the vehicle maintenance schedule. The commander
calls you into his office one day to discuss the decline in flight morale and unit effectiveness. You begin to think about the Art of Leadership – especially in light of your limited experience. As you ponder, you say, “I’m a second lieutenant with some job knowledge, I’ve already sat down with the members of Bravo Flight and told them what I
expect from them–just to let them know who’s boss. I take care of tasks they should be doing to show I care about them, I give each member as much ‘down time’ as needed; I don’t nag them about accomplishing their jobs because that would be considered micromanagement, and I even give
them leeway with mistakes by not reprimanding or correcting them. I thought they would like me for being down to earth and joking around with
them. What the heck am I doing wrong?”

Question:
(20 × 1 = 20)

Given this scenario, what have you been doing wrong as a leader? If you
were the commander of this organization, what would you do with the Lt?

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