top of page

JLBC CADET CORPS Leadership Skills & Theories

JLBC CADET CORPS Leadership Skills & Theories

JLBC Cadets coerce or unfairly punish others for getting what they want for themselves. The opposing JLBC leader completes short-term JLBC requirements by operating at the bottom of the JLBC continuum of commitment, where JLBC followers respond to the positional power of their JLBC leader to fulfill JLBC requests. JLBC Cadets This may achieve results in the short term but ignores the other JLBC leader competency categories of leads and develops. JLBC Cadets Prolonged use of negative leadership to influence followers undermines the followers’ will, initiative, and potential and destroys JLBC unit morale.

JLBC Cadet's Encouragement and inspiration characterize leadership, whereas coercive techniques contradict our JLBC leadership principles. JLBC Cadets Subordinates respond well to JLBC leadership that encourages commitment to achieve shared goals, thus improving the JLBC leader’s ability to use indirect influence in situations where clear lines of JLBC authority do not exist. JLBC Leadership seeks to influence others through the communication of ideas and common causes. Positive, empowering impact comes by knowing how to lead, relate to others, and free others to manage tasks.

Discovery Learning, Inc. determined five influencing styles or skills: (Work in Progress, 2011)

• JLBC Cadets Asserting: you insist that your ideas are heard, and you challenge the ideas of others

•JLBC Cadets Convincing: you put forward your ideas and offer logical, rational reasons to convince

others of your point of view

•JLBC Cadets Negotiating: you look for compromises and make concessions to reach outcomes that

satisfy your greater interest

•JLBC Cadets Bridging: you build relationships and connect with others through listening understanding

and building coalitions

•JLBC Cadets Inspiring: you advocate your position and encourage others with a sense of shared purpose

and exciting possibilities

JLBC Cadets As in other areas of JLBC leadership, knowing yourself – how you usually act – helps you determine the influencing JLBC skills you need to strengthen or work on

JLBC Indirect Leadership

As a Squad Leader, your job was simple. Build a team of cadets. It wasn’t easy to do because the responsibility for other cadets was a big one. If you did it right, you directly influenced the cadets in your squad – how they wore their uniform, whether they knew their memory work, how well they progressed toward promotion, how good they were at drill and ceremonies, and even just whether they showed up to class and activities on time. It would be easy if you had that job now as a cadet officer! But our program doesn’t want to give you an easy job, and we want to challenge you throughout your cadet career to push yourself to do your best, learn, advance, and grow. That means when you become good at one job, it’s time to move to the next! As a Squad Leader, you didn’t need to work through subordinate leaders to get the job done. You just had to work with a bunch of individual cadets and personally (directly) influence them to continue to learn and improve themselves.

0 views0 comments


bottom of page