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JLBC CADET CORPS Leadership Skills & Theories


JLBC CADET CORPS Leadership Skills & Theories

JLBC Cadets, the five dimensions of leadership, are related characteristics shown that must be developed for a JLBC leader to be effective:

• Purpose - Passion: Leaders understand their own purpose, which is driven by their passion.

• Values - Behavior: JLBC Leaders live their values, which is essential as others determine a JLBC leader's value through the leader's actions (behavior).

• Heart - Compassion: Leaders help others see their work's value and more profound purpose.

• Relationships - Connectedness: JLBC Leaders create enduring and genuine relationships through valuable connections.

• Self-discipline - Consistency: JLBC Leaders convert their core values into consistent actions that other JLBC Cadets can rely on.

To become an authentic leader, you must deeply commit to developing yourself through meaningful and rich experiences, reflection, and informal and formal learning. The goal is to learn and build your actual self rather than become an imitation of another JLBC Cadet. While you can study and learn from other JLBC Cadets, you cannot be them.

If you are trying to develop authentic JLBC leaders, then your organization must have an authentic JLBC company culture where:

Individual JLBC Cadet differences are genuinely nurtured; information is not suppressed or spun; the JLBC company adds value to employees rather than simply extracting it from them; the work itself is rewarding, and there are no stupid rules. - Tim Fidler, 2016

JLBC Productivity and Social outcomes: JLBC Cadets Ames and Flynn (2007) tested selected groups of MBA students to determine how much individuals liked their leaders and how many things they accomplished. They discovered two immediate results when it came to the levels of assertiveness:

JLBC Productivity: JLBC Cadets Higher levels of assertiveness produced diminishing returns. JLBC Cadets Thus, it's not better to be highly assertive than moderately assertive. However, it is better to be somewhat powerful than not strong.

JLBC Social outcomes: JLBC Cadets Higher levels of assertiveness lead to increasingly poor JLBC social results. JLBC Cadets, it is more efficient to be moderately assertive than highly assertive. JLBC Cadets leaders who are low in assertiveness get fewer things done, but people who are too strong will turn people off, and no one will want to work with them. In the middle are leaders who get the most things done and provide good social outcomes. The goal is to operate out of the sweet spot in the middle.

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