LEADERSHIP:A STRATEGIC SKILL
Rupali Jeswal

I. LEADERSHIP IS A STRATEGIC SKILL CULTURE OF DISPERSED
Leadership is an all-level initiative with a slogan of “Every Officer is a Leader!”When the goal ispersonalized, one takes the responsibility for the success of that goal.
Heinz Kohut was an Austrian born American psychoanalyst, known for his contribution on selfpsychology and he has expressed beautifully, “Our sense of being an independent centre of initiativeand perception”; of being “integrated with our most central ambitions and ideals”; “And with ourexperience that our body and mind form a unit in space and a continuum in time”.
A. Introduction to “
Self”
Heinz Kohut gave us a framework of self, he gave us the ear to listen to our tone, knowledge tounderstand the language of self, appreciate our own unique, individual style and understand thesubtleties of the meaning we weave,and then the process where we translate and re-create the languageof our own psychology with all the features thought and felt as closely as possible to its origin andproject it out to the world.
B. Trigger by Stimulus
Our response to the stimuli (physical response)is a reaction to the understanding of the stimuli.Our
personality is a response to a stimuli activated through the feelings, perception and understanding ofthat stimuli.
1. When We Express Ourselves and Its M echanism
An expression becomes the language of emotions which is a combination of morals (culturally
injected),variables (factors in the environment which can cause predictable & unpredictable changes),
operators (within an individual e.g.physiology,past experiences)and functions(role)that are interpreted and evaluated, according to the particular rules of priority (heterarchy) and of association for aparticular emotional language, which deciphers and then connects paths towards equilibrium producing another value. The expression is said to appraise to that value which is then personified andproduces the behaviour. To understand the groundwork of our emotions at neuronal level can helpchange the topology of our emotions leading to harmony mentally, physically and emotionally.
Leadership is a combination of strategy and character. If you must be without one, be without thestrategy. ― Gen. H. Norman Schwarzkopf
C. Leadership:A Strategic Skill
Leadership is a strategic skill,which comes through an orchestrated immersion and then applicationof force multipliers in the environment.
Awareness and leadership they must have communication and synchronization and a deliberate
doctrine to swarm and decentralize the negative environment created by the challenge.
Leadership is a mission-critical intelligence and it is not just about leading otherʼs but leading
oneself first.When an individual leads from within she/he sets the pattern for leadership culture for thewhole unit/team.
CEO, Xiphos ISS (Intelligence and Security Solutions).

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Why leadership trainings have become so important in current times?
The modern age of technology has brought bombardment of massive amount of information,acculturation and related to the profession various sectors of Homeland security the unpredictablethreat scenarios have also induced a need to cultivate action-oriented mindset of “Every Officer is a
Leader!”Self-awareness is necessary for correctional professionals to understand the ways in which theirstrengths and weaknesses affect the course of an action and how they deal with others and their ability
to reach their goals and have the knowledge of force multipliers in the environment which can beutilized to reach the goal-set.
A force multiplier is a capability that, when added to and employed by a (unit) team or anindividual,significantly increases the potential of that unit and thus enhances the probabilityof successful mission accomplishment.
Leadership in entirety is a strategic skill because effective leadership in corrections also conveys astatement to the stakeholders and presents the full comprehension of its value of the correctional
agency and its services.
The effective leader knows how to identify simply and concretely not just the task at hand but also
the reason behind the task. To create a vision and lead the team to follow that vision is always achallenge,once this is established it helps the team members to understand the importance of their roleand responsibility leading to the common goal envisioned.
This serves both the public which often rejects and condemns offenders and the offenders who often
reject and condemn the circumstances.
This requires operational art and strategic thinking ― two crucial elements employed by the leader
with combined capacity of the team.
1. Goal Success Plan
Is the goal specific, challenging, approachable, measurable, inspirational?
What are the steps necessary to achieve this goal?
What might be the barriers and what will I do to overcome them?
How to enhance my commitment and motivation?
Who else, or what else do I need to be successful?
One of the affective styles is the capacity to regulate negative emotions and specifically to decrease
the duration of that negative affect once it arises.
When we recognize our inherent potential through our visible signature strengths through which we
receive and give recognition, encouragement, ability and curiosity to explore, and develop.
2. Key Components to Recognize Inherent Potential
Identity Development ― self and group identity
Value Assessment ― our inner concepts of the World,the way of being and what we encounterin reality.
Discovering purpose ― a higher mission not dependent on monetary gain or “
positions”

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Goal Planning and setting ― how specific is the goal,what are the steps and how to implement
those steps
Time M anagement ― understanding of priorities and making time for things which areimportant for personal and professional growth
Feedback task learning & Performance
Full Circle of Goal Planning

As shown in this illustration the motivational process for a goal starts with instinct approach (what
we naturally are good at), and if it satisfies our needs, if not then we need an incentive to move
forwards, once the right incentive is found it triggers an arousal state of wanting to move forwards
using our cognitive and emotional make-up and we succeed in reaching our goal.
This is a complete process, but without utilizing all the approaches together one can reach a goalby a combination of just 2 from the steps mentioned in the illustration.
D. Operational Art
The organizations at all levels require methodology based on Operational art, that is, creative
thinking, leading to a unifying thought process encouraging the forces capability goals and operatingprocess.It is also,unity of effort and integrates end ways and means while accounting risks across alllevels.
Operational art leads to operational design that is conceptualization and construction of an intellectual frame for subsequent execution. Operational art and design strengthen strategies and tactics.
Operational design takes the creative process of operational art and makes us understand conceptually the complex operational environment with tactical dilemma in space and time.
The idea should reflect a holistic understanding of the operational environment and the problem.
In theory,an infinite number of possible goals and courses of action (COAs)exist in any situation,

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perceptive insight is the combination of analysis and intuition,seeing in parts and whole and combining
them in such a way that it leads to new behaviour and response to the true nature of a situation.
The strategic thinker sees issues in the context of systems and their relationships to other systems.
(in parts and whole).The skilled strategic thinker knows how to take advantage of opportunities that
others might miss, recognize the relationships between seemingly disparate entities, and view daily
tactical issues in a broader and longer term context.The strategic thinker is able to consider a broad
range of alternatives when addressing a challenge.
A strategic thinker employs different forms of thinking:Conceptual
Creative
Intuitive & InsightSense making & M indfulness
Holistic & Divided
Sequential & Simultaneous
Network & Individual
Analytic & Logical
Critical thinking is known and utilized by most professionals in correctional systems, along withthis we need to build up our intuitive skills and keys to capture intelligence as a management tool.
Intuitive skills and use of intelligence to its optimal level comes from:
Situational AwarenessObservation skills, including non-verbal markers
Ability to communicate
This strategic mission has a thinking cycle, which is encompassed by exterior responsibility.

The cognitive cycle phase uses perception through observation and assessment,understanding of it
and the meaning-making units of it ― Reasoning.

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A strategic thinker acquires and employs insight based on past and current experience and thenwith insertion of creativity, intuition and conceptual thinking develops a foresight for projection of
future status.
Strategic levers include what stakeholderʼs value and matching those levers with the capability ofthe organization.
Reasoning employs a road-map to develop core strategy and the ways to implement it with full
effectiveness.
The parameters which encompass the strategic cognitive cycle must balance each other and within
which effective leadership through strategic thinking must work by proving the value to the public of
the services provided, building and maintaining political and legal support for those services andensuring the facility has the capabilities to provide those services.
Innate nature of our brain regulates our self-psychology at all times,which is meaning-making.In
this meaning-making, heterarchy is of utmost important which eventually leads us to act upon theemotion which is high on precedence.
A continuous flow ―The mind is comprised of beliefs, desires, emotions, perceptions, and intentions.
Personality Enrichment attributes to these mental states to self and others in order tounderstand and predict behaviour.
New Horizons are achieved when we understand ourselves, and others around us.
But there are times when we need mission-critical intelligence which has no implementation planbut needs immediate action on an issue. This situation checklist incorporates few steps:
Proceed by incremental steps ― do the doable.
Fix & Repair as you proceed ― learn from the errors and regain momentum throughout theimplementation process.
Instigate feedback ― to assess, evaluate and fix and remaining flexible but verbalizing the
purpose of the steps at all times to the team so as to maintain the common vision and avoid
confusion.
While the Correctional executives and senior-level leadersʼmaintain the external environment
through collaboration, development of alliances, negotiations etc the inner environment management
is on each individual, team and its leader.
The figure below illustrates how the self is constantly engaged and maintains a continuous ripple.
The self being affected by physiology and external phenomenon which then producing an emotionreaction action, that also flows backwards and induces changes in self,leading to combined thoughts
and behaviour.

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Figure 1 :Congruency ripple (Psychosmogram)
E. Psychometric Tools
1. The Self-Assessment Instruments
The M yers-Briggs type indicator (M BTI )The fundamental interpersonal relations orientation― behaviour (FIRO―B )The 360-degree feedback instruments― instruments that provide full-circle measurement fromassessment to feedback― are benchmarks , emotional competence inventory , leadership
practices inventory , multifactor leadership questionnaire , and skillscope .

II. DISTINCTION-M AKING TRAITS (DM) & DISTINCTION― DISSOLVING (DD)Three parts of the brain assist in DM & DD.They are the Reptilian brain (R-Complex),limbic brain
and the neo-cortex.
Imbalance occurs when one set of traits dominate the other trait.Distinction-making traits are seenin activities such as creating hierarchies, having a rigid set of objectives, paying close attention todetails as opposed to whole,valuing precision and orderliness.These are the product of the R-complex
and are necessary for survival.Control must be established to effectively deal with the crisis.When an
individual or a group esteems these traits over distinction-dissolving traits, however,a breakdown inempathy and flexibility occurs.
Distinction-dissolving traits value richness of experience,intuition,complexity,higher tolerance for
ambiguity and a holistic emotional appraisal. These traits are also needed for survival. They insure
creativity, flexibility, intuitive thinking and diversity within an appreciation of the whole. Intermingling of thoughts from various stimuli ensures brain progress. Ability to change, have courage anddetermination to execute must accompany distinction-dissolving traits in the neo-cortex. When inaction prevails and the group or individual have no clear focus they become weak and ineffective.
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entrance. When we combine it with three straight lines it becomes a skeleton cube. Our perception isprogrammed in a way that a simple bare square will sub-consciously beg you to add more features to
it,to animate it,give it another angle,if one does or doesnʼ
t depends upon how trained one is to makemaximum use of his perception,we are designed to have more than one perception of an animate andinanimate object. When the conscious act of looking at something keeps the image on the retina
constant and yet our visual cortex is playing a greater role behind the scene.

We have this natural ability so why not make a conscious effort and introduce it in our everyday
lives and encounters― we so often get one-tracked in life.There are so manyoptions/sides to one thing― so why should we dwell on just what we see, why donʼt we explore it from every angle and utilize
it as a force multiplier.
Behaviour-focused strategies
Natural reward strategies
Constructive thought pattern strategies

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A. Self-Leadership

The need for self-leadership is salient;leadership courses for inmates will increase their self-esteem
and make them learn to take responsibilities.
Self-leadership is an influence-related process through which employees motivate and navigate
themselves to attain desired behaviours and ends. Although individuals are motivated to accomplish
tasks, not everyone is capable of displaying innovative behaviour, because of the absence of selfnavigation, a key element in the concept of self-leadership. People who possess good self-leadership
qualities know how to achieve high levels of self-direction and self-motivation during this processpeople learn to lead themselves. For instance, constructive thought patterns become essential during
the first stage of the innovation process -recognizing a problem and generating new ideas andsolutions.
In other words the ability to instil positive self-influence, which emphasize concepts of selfnavigation, self-control and self-management.
As a broader construct, self-leadership encompasses a set of three complementary cognitive andbehavioural strategies, which impact subsequent outcomes. These are:(i) Behaviour-focused strategies(ii) Natural reward strategies(iii) Constructive thought pattern strategies

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III. ROLES IN LEADERSHIP CULTURE
Roles

Characteristics

Assessor

Gauge prior knowledge and interest.
Monitor groups and individual progress.
Support self-assessment.
Be able to reflect on their own practice and accept
feedback about themselves.

Questioners and Challenger

Provide an appropriate and timely level of challenge andspecific feedback for each individualʼs.
Encourage questions and make time to find answers
together.

Model and Coach

Demonstrate strategies that you wish to facilitate.
Make thinking visible.
Lay out your expectations and assessment requirements
clearly.
Encourage measured risk-taking.
Have enthusiasm for reflective thinking strategies.

Strategic Planner

Implement methods which are appropriate for the learning in context and purpose.
Understand each individualʼs needs and use this information for timely choices about tasks and grouping arrangement.
Allow time to staff to practice what is learnt.

What effect does leadership training have?
A. Latent Learning Objectives Through These Trainings
Self-belief -belief in ability to achieve goals(Belief you are different to opponent.)
M otivation -(desire/determination)(Intrinsic motivation and using adversity as a source of determination.)
Acceptance of competition anxiety(Have skills to plan on how to deal with it.)
Can maintain focus -ability to “balance”(M aintains technique/effort in face of fatigue/pain)
B. Latent Effective Behavioural M arkers
Behavioural markers -decision-making,communication,leadership (teamwork among units― interand intra).
Cohesion -Social & Task & Teamwork

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Commitment ― Communication through Leadership styles
Crew coordination -M orale Decision-making
Feedback (M ental models)― learning from self and others
Performance ― Adaptability, Responsibility & Conflict
Information exchange ― Roles, Cross-training
Trust Performance ― M onitoring and M entoring each other
Leadership qualities -Self-efficacy, Collective efficacy
Communication ― constraints, flexibility, clarity
Team identification -Social exchange on what makes a group self organizing and sustaining.
Stress -Leadership personality during stressful situations
1. Leader ― What are the Values & M otivations
In general we are all aware the components of leadership:(i) Interpersonal skills(ii) Ability to build and lead teams(iii) Adaptability
Interpersonal skills uses self-science, emotional intelligence, & understanding our own behaviourresponse system.
Ability to build teams uses art ofcommunication along with emotional intelligence principles,whichmakes a leader know how others feel and think.
Adaptability is utilization of the strengths within an individual and motivate others to move
forwards, especially during time of crisis. This has much to do with stress-response system.
In other words the ability to instil positive self-influence, which emphasize concepts of selfnavigation, self-control and self-management.
As a broader construct, self-leadership encompasses a set of three complementary cognitive andbehavioural strategies, which impact subsequent outcomes. These are:Behaviour-focused strategies
Natural reward strategies
Constructive thought pattern strategies
Learning occurs as a ʻ
responseʼto certain definite and identifiable stimuli in oneʼs environment.
Emotionally intelligent organizations maximize potential for operational success and increase effectiveness because people in these organizations share more powerful connections.
Learning activities in constructivist settings are characterized by active engagement, inquiry,
problem solving and engagement with others.

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Training plan in a facility should be such so as to foster a culture where these elements areproduced, recognized and practiced:
Clarify

CreateMentorMonitorMeasureRecognize

Reinforce

RewardAppreciative Inquiry: Inquiry into what is possible should begin with appreciation. The
primary task is to describe and explain those exceptional moments which energizes the teamand activate the team individualʼ
s competencies.
Possible & Applicable:Inquiry into whatʼs possible should be applicable. Study should leadto the creation of knowledge that can be used, applied, and validated in action.
Inquiry creating force multipliers:Inquiry into what is possible should be a force multiplier.
A team is capable of becoming more than it is at any given moment, and learning how todetermine its own future establishing the foundation of a self-organizing unit.Delegation anddexterity are the two key components of this.
Collaboration of human potential:Inquiry into the human potential in the community should
be collaborative. This assumes an inseparable relationship between the process of inquiry andits content.
Emotional intelligence,serves as a dominant “moderating factor”.This factor allows an assessment
to the managers of internal and external contingencies and adopt the most effective & appropriate
COA (course of action)
From Darwin to the present, most descriptions, definitions and conceptualizations of emotionalsocial intelligence have included one or more of the following key components:
the ability to recognize, understand and express emotions and feelings
the ability to understand how others feel and relate with them
the ability to manage and control emotions
the ability to manage change,adapt and solve problems ofa personal and interpersonal nature
the ability to generate positive affect and be self-motivated(The Bar-On Model of Emotional-Social Intelligence (ESI))
Changing the neural substrates of emotions and emotion-reaction will not only affect neurology ofoneʼ
s brain but the physical reaction will be affected too,thereby assisting the individual to motivateand maintain the control on down-regulation of negative emotion in a constructive manner.Change in
one facilitates changes in the entire human design. We create new areas with new competencies.
V:Vim and Vigor
I:Increased Sharing
M :Motivation and M anagement
V.I.M ＝ Combination of attributes or advantages which makes a specific emotion more effective thananother emotion of comparable size. Example:

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Extreme Happiness as compared to Extreme Sadness.Down regulation of emotion is taking V.I.M
and using it to your advantage.This is also known as force multipliers.A force multiplier is anything
and everything, which can be taken by an individual and used to their advantage to increase theirpotential. In organizations brain storming is one such process where a group of people in various
departments come together and take each otherʼs potentials multiply it with their and come up with
options, suggestions and innovations.
One of the affective styles of functioning through E.I is the capacity to regulate negative emotions
and specifically to decrease the duration of that negative affect once it arises.
Our Brain is subjected to constant structuring and restructuring through pattern associations.
Neural Substrates are elemental for our natural state. It is a substance that is acted upon in abiochemical reaction;they are basically carriers of information, and the bio-chemical reaction produces information. Neural Substrates lead us to challenges, choices, creative critical thinking andtransferring learning through experience.They set our internal emotional climate through appraising
our external environment at all times.Seeking patterns,making connections is what our brain is doing
continuously through the influence of emotions. We all have emotional intelligence,the only questionis how much with awareness we use this intelligence to regulate and down-regulate our emotionreaction-action.

IV. EM PIRICAL REVIEW
Transactional leadership involves motivating and directing followers primarily through appealing
to their own self-interest. The power of transactional leaders comes from their formal authority andresponsibility in the organization. The main goal of the follower is to obey the instructions of theleader. The style can also be mentioned as a ʻtelling styleʼ. The transactional style of leadership was
first described by Max Weber in 1947 and then by Bernard Bass in 1981.
The leader believes in motivating through a system of rewards and punishment. If a subordinate
does what is desired, a reward will follow, and if he does not go as per the wishes of the leader, apunishment will follow.Here,the exchange between leader and follower takes place to achieve routine
performance goals.
Researchers have studied leadership style extensively over the past three decades,focusing heavily
on what “behaviours”effective leaders exhibit. Their findings indicate that leadership style is something people can learn. In fact, the leadership style used within an organization has been shown torelate profoundly to its performance and,especially,its ability to adapt to changes in the environment.
Evidence continues to grow that developing effective leadership behaviours is important and thatleadership style does indeed matter.
An important leadership model developed over the past 30 years encompasses two different leadership styles:“transformational and transactional”.
A. Transformational Leadership Inspires Followers to Accomplish Things Beyond What Might Be
Expected
Raising followersʼconsciousness of the value of specified goals.
Helping followers transcend their own self-interest for the sake of the team,the unit,and theorganization.
M otivating followers to address higher-level personal needs.
Transformational leadership is frequently associated with increased organizational effectiveness.
Such an approach stresses that leaders must understand and adapt to their followersʼmotives andneeds. These leaders are good role models who empower staff members to achieve higher standards
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organization and establish meaning in organizational life.This encompassing approach can describe awide range of leadership behaviours,from specific attempts to influence followers on a one-to-one basis
to broad at-tempts to influence whole organizations.
In contrast, transactional leadership refers to the most common approach, which focuses on theexchanges that occur between leaders and their followers. Transactional leaders exchange things ofvalue with subordinates to advance their own, as well as their subordinatesʼ, agendas. Traditional
examples include a manager offering employees a promotion in exchange for performance,or instructors giving students a grade for work completed.
Transactional leaders achieve results through positive or negative reinforcements of behaviours
and can be very influential because subordinates realize itʼs in their best interest to do what theirleaders ask.
The model also acknowledges no transactional behaviours, sometimes referred to as “non leadership”or laissez-faire behaviours, typically associated with a hands-off leadership style. Such a leader
tends to abdicate responsibilities,delay decisions,and make little effort to help followers satisfy theirneeds. An example might be the head of a small unit who calls no meetings with employees, has nolong-range plan, and makes little contact with others in the organization.
Transformational leadership style behaviours shows more effective achievement of outcomes,
higher performance levels among followers,and the ability to successfully initiate and execute change.
An effective leader must also, however, be facile with transactional leadership processes in a typicalorganizationʼ
s ongoing activities.

V. INSTIGATING MOTIVATION
Considering the increasing number and diversity of offenders in correctional institutions, thecomplexities of the social,political and legal climate in which correctional agencies operate,it is vitalthat leadership assets are brought out through training and enhancement of natural attributes of thecorrectional officers, in all levels of management.
Population movement, lockdowns and day-to-day prison operations can cause distraction of thenatural attributes,which might hinder the delivery of services based on the criminogenic needs of theoffender population.
To bring culture of personal change will trigger the components of professionalism from frontline
supervisors to the head of management as a well-trained leader can and must,role model to promote
pro-social attitudes and behaviours while maintaining a safe and secure environment.

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Social Cohesion and Task Cohesion through Teambuilding:To promote leadership culture,independent thinking and collective assimilation in a team is significant for productive communication
systems.
The team is important to successful performance. Applying creative thinking in a team brings
power of prediction (what one might think will happen, what questions one can ask), probing (whomight have a different idea about this particular question, what is puzzling you and how could you
clarify), ponder (how would you sum up your ideas, does everyone agree, if not then why not?)In-groups are those that reciprocally link individualsʼattitudes and behaviours with the group-level
conditions in which they are situated.Groups are cohesive when group-level conditions are producing
positive membership attitudes and behaviours and when group membersʼinterpersonal interactions areoperating to maintain these group-level conditions.(Positive intent or negative-cohesion comes when
all agree)
Cohesive groups are self-maintaining with respect to the production of strong membership attractions and attachments.
A unifying notion for the success of the process,a state of equilibrium has to be reached within an
individual, which depends on the imaginable specifics of the goal. The more specifics are clearly
detailed the easier the goal becomes.Incongruence within self can be made congruent byconnecting thepoints of conflict by a constructive path so what the person feels and what the person wants to beachieved is achievable.The continuity maintained between the individual and the specifics decipher the
methodology an individual takes to pursue the goal and make it a success.
Components of social cohesion and leadership culture provide a clear sense of the unitʼ
s importance,
unique capabilities, and dedication to professionalism.
Leadership is a mission and leadership requires mission-critical intelligence, which focus on thelevers that drive creation,value incubation and finally harvesting of leadership skills,mobilization andempowerment in the team.
The optimal advantage comes when LOD is arranged in a way that most effectively executes anaction and signals the weakness.

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Focus on the levers are that drive creation and value incubation of ideas /plans for the future andfinally harvesting of leadership skills, which brings forth:A. M obilization and Empowerment in the Team
This brings forth and enhances natural attributes which would be:
Interpersonal relationships
M otivating others
M anaging conflict
Initiating collaboration
Team building
Strong sense of ethics and values.
To bring LOD to awareness one must have a high developed and acute sense of situationalawareness of the operational environment (OE).
B. Levels of Situational Awareness (SA)Awareness of information
Comprehension of its meaning
Projection of future status
C. Team Dynamics and Communication System
To start the process of a leadership environment in corrections,which triggers“
offender and officer
ownership learning”the communication system which a leader adopts and manipulates is critical.
Communication style is an overlapping system incorporating oral (style of presentation, audienceawareness, critical active listening, & body language), non-verbal (audience awareness, personalpresentation & body language), written (presentation skills, revision, editing, critical reading & data
presentation)
D. Significance of Communication
Communication is made of four components and the individual uses each component upon their own
discretion. These components are:
A needA desire
A response to an event
A response to an anticipated event
This process of bending reality is unconscious and the language patterns we use reflect our own
inner needs,priorities and vulnerabilities.This process can be unconscious or conscious,which would
be manipulation of the other personʼs perception. Everything we do is a response to a stimulus, andtherefore understanding the response gives valuable insight into the internal process of an individual.
Antecedents:Leaderʼs can manipulate antecedents in the environment, to increase positive behaviour when they apply different roles with awareness.When the above tools of strategic leadership are

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applied,an awareness of force multipliers is created and this generates intrinsic motivational attitude.
People rise to the challenge when itʼs their challenge. Confident Leaders disperse discretion andautonomy, give visibility and recognition and build strong relationships.
Roles of a Leader
Locator

ProberAbility to rise above personal weaknesses & having

Ability to look at issues as wholea birdʼs view as well as awareness to levels ofdetails to lead the team during critical and noncritical situations

and in parts

Investigator

ExtenderForming conclusion through critical thinking &Approachable attitude for creat-

analysising openness in the team,promoting thought-exchange & finding
avenues to help convert thoughts
into actions

Detector

Director

Ability to anticipate & decipher problems.

To lead efficiently through all

In creative words: be a sensor and a beacon tootherssituations and crisis by having apremeditated mind.

HelperChecker

Ability to support others and be a mentor

Ability to be non-bias and allow a
flexible feedback loop

LeaderFollower

To have self-leadership qualities

Ability to be a leader and a follower to promote interdependence
and cohesiveness in the team

E. Silent Speech in Action
1. Emblems
These are signals that may be directly translated into a word or words within a particular culture,group, organization etc.
2. Illustrators
These are linked to speech and can be used to emphasize a word or phrase, indicate relationship,
draw a picture in the air,pace an event,and impose a rhythm on a spoken word.High use of adjectives
and metaphoric language is used in illustrators.
3. Regulators
These are turn-taking signals which also have an important role to play in starting or ending an
exchange of communication.Body and facial cues either encourages or discourages the speaker,hence
regulating and framing the conversation.
4. Adaptors
These are movements, gestures and other actions used to manage our feelings or control our
response, which occur in a stressful situations and reflect coping methods which are pre-set sincechildhood.
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response. Micro and macro expressions along with body leaks when mastered assists a leader increating a positive atmosphere with more buy-ins from the team. Non-verbal indicators are accurate
about the emotional state of the others and helps the leader in communicative functions to understandif the message/vision/plan is clear, situational control is at optimum level, emotional states are inbalance and interpersonal relations are strong.
5. Deception Detection
Requires a knowledge of the same tactics as used in the psyops which is in the form of theory but
also hands-on as the participant is required to reflect on their own mechanism and to know their own
mechanism and how best to utilize their asset with the given training.
Then understanding of their own micro and macro expressions will teach them to assess once in theoperational environment.
(i) To understand and manipulate the body & facial responses:(a) It serves as simple cues to persuasion(b) It influences the amount of thinking(c) It influences the direction of thinking(d) It influences thought-confidence

VI. LEADERSHIP STYLE BEHAVIOURS IN THE MULTIFACTOR LEADERSHIPQUESTIONNAIRE (MLQ) SHORT FORM
Leadership
Style

Behaviour

Transformational Idealized
Influence

Transactional

Description
The leader acts as and is perceived as a strong role model for followers.The leader is respected and trusted by followers and provides
a sense of both mission and vision that others want to follow.

Inspirational
Motivation

The leader communicates high expectations for performance.
Through images and emotional appeals, the leader inspires followers
to pursue a shared vision over individual self-interests.

Intellectual
Stimulation

The leader stimulates and encourages both creativity and innovation.
The leader provides an environment fostering experimentation, empowerment, and new approaches to problem solving.

Individualized
Consideration

The leader actively listens to and cares about the individual needs offollowers.The leader acts as a mentor or coach and provides attention
and direction to followers individually.

Contingent
RewardThe leader achieves agreement and performance from followers
through negotiated exchange. The leader uses positive reinforcement
to encourage followers to achieve outcomes.

Management-by- The leader uses corrective criticism,negative feedback,and negative
Exception
reinforcement to encourage followers to achieve outcomes.
Nontransactional

Laissez-Faire
Leadership

The leader minimizes exchange with followers and allows followers to“
do their own thing”with minimal intervention,feedback,or support.

The MLQ short form (M LQ-6S)was developed by Bernard Bass and Bruce Avolio and is available
through the Centre for Leadership Studies at Bing-hamton University as well as several other sources.

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Theories

Elements

Great Man theories

Assumes that the capacity for leadership is inherent ― that
great leaders are born, not made. These theories often portray
great leaders as heroic, mythic, and destined to rise to leadership when needed

Trait Theories

Assumes that people inherit certain qualities and traits thatmake them better suited to leadership. Trait theories often
identify particular personality or behavioural characteristics
shared by leaders

Contingency Theory

Contingency theories of leadership focus on particular variables
related to the environment that might determine which particular style of leadership is best suited for the situation.According
to this theory, no leadership style is best in all situations.
Success depends upon a number of variables, including theleadership style, qualities of the followers, and aspects of thesituation.

Situational Theory

Proposes that leaders choose the best course of action based
upon situational variable.Different styles of leadership may be
more appropriate for certain types of decision-making.

Behavioural Theory

Based upon the belief that great leaders are made, not born.
This leadership theory focuses on the actions of leaders,not onmental qualities or internal states. According to this theory,
people can learn to become leaders through teaching and observation.

Participative Theory

Suggest that the ideal leadership style is one that takes the
input of others into account.These leaders encourage participation and contributions from group members and help groupmembers feel more relevant and committed to the decisionmaking process. In participative theories, however, the leader
retains the right to allow the input of others.

M anagement Theory

Also known as “Transactional theories,”focus on the role ofsupervision, organization, and group performance. These theories base leadership on a system of reward and punishment.
Managerial theories are often used in business;when employees
are successful, they are rewarded; when they fail, they are
reprimanded or punished.

Relationship Theory

Also known as “Transformational theories”, focus upon theconnections formed between leaders and followers. These
leaders motivate and inspire people by helping group members
see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfil his or her potential.
These leaders often have high ethical and moral standards.

Spencer, H. (1884)The Study of Sociology
Fiedler, F. E. (1967). A theory of leadership effectiveness. M cGraw-Hill:Harper and Row Publishers Inc..

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VISITING EXPERTSʼPAPERS

VII. SELF-SCIENCE IS MORE AN ART THAN SCIENCE
Becoming aware of and recognizing patterns of responses to various situations is one of theprerequisites to having some control over reactions and increasing self-directedness. All adults canremember situations in which they did something and then said to themselves, “Why did I do that?”
These situations may arise because we do not know enough about our patterns of behaviour. Often
people are completely oblivious to their own patterns of behaviour.Seldom do they communicate highawareness of their own behaviour. As we learn to answer these questions thoughtfully, we come torecognize the relationship between our feelings,thoughts and actions.(emotion-action behaviour)With
the help of a careful facilitator,this can be trained and also come to see the patterns that they follow
and they understand when it will be beneficial to break from those ruts. What we need to avoid isruminative thinking.
Prison environment is a stressful environment and especially the issue of overcrowding in prison
can have serious consequences on the mental, emotional health of both the staff & inmates, not toforget the effect it has on security issues which is another chain of stressful situations.
A. Psychological Consequences of Prison Overcrowding
There have been many studies done on effects of overcrowding one study done in the U.K in 2006
found that a high prison population has a direct,negative effect on the psychological state of inmates.
Overcrowding has been known to cause far more stressful situations and has prompted prison officials
to react inappropriately on occasion due to being forced to accommodate ill-advised numbers ofprisoners.
B. Strain on Staff
Overcrowding can place enormous burdens on staff, who may be overstretched as they try tomaintain a safe and rehabilitative prison environment. Inadequate resources for the number ofoffenders detained can exacerbate levels of frustration and tension by prisoners,leading to higher risksof violence. This was recently highlighted by the Prison OfficersʼAssociation.
.. if we continue as we are -warehousing prisoners, not being able to build the relationships between prisoners and prison officers that have been successful in the past -we will
see riots in our prisons in which we will not be able to cope.Prison OfficersʼAssociation
National Chairman, Peter McParlin, January 2012.
Safety and security is also a major issue as overcrowding will likely increase the risks of assaults,bullying or worse scenarios between prisoners and between prisoners and staff.Stress of situation canlead to undetected cell behaviour,staff will also feel less safe as staff resources decline leading to lapseof positive performance in the staff. They might retreat in to their safe areas rather than interacting
positively with the prisoners which will also affect dynamic security which is gathering useful intelligence through positive interactions with the prisoners.
Prison-suicides in these conditions is another stressor which staff might encounter.Prison-suicide isa whole issue altogether for which separate suicide prevention programs are constructed and requires
staff training in these programs.
In these critical environment strategic Leadership skills not only keeps the professional in check but
also the team and further aids in security management.
C. Dimensions of Optimism in High Definition of Human Design
This is a shift of the human design and it is about not what we see but how we see.A tactic neededfor distinction dissolving traits to enhance. Seeking patterns of familiarity and making connection is
our innate nature.Emotional appraisal of our situation is deciphered due to the pattern formation andrecognition from past events, followed by comparison, evaluation and action. Within our brain thissequence fires the neurons and wires them together,the more constant firing takes place the stronger
the connection in the brain, a much-needed process for retrieval of information when called upon.To
make this process a positive one we have to create our own positive environment,which is flexible and41

RESOURCE MATERIAL SERIES No. 91
open.At all times we are learning through our experiences by consolidating and internalizing information through actively processing it.We are always latching new information to some information fromthe past. Dexterity to meet the challenges and uncertainty encourages positive internalizing environment. Whether individual or group, when meeting challenges and facilitating high definition to theirdesign they must have communication and synchronization and a deliberate doctrine to swarm anddecentralize the negative environment created by the challenge.
1. Key Components for the AboveSelf-control
Relatedness
Capacity to communicate
Ability to cooperate
IntentThe optimal advantage comes when Levels of Details for an anticipated goal is arranged in a waythat most effectively executes an action & signals the weakness. Individuals and must know theirsignature strengths to use them as force multipliers to enhance the skills of utilizing emotional
information in decision-making.
2. Topological Space in “Self”
Topological space and perception is a unifying notion and comprises of convergence,connectedness
and continuity. Emotions are direct appraisal of our surroundings, what we perceive, feel andcognitively react to therefore feelings and thoughts are subsets of our behaviour, in a way they are
topology of our perceptions. And this topology can be further classified into three categories.

Figure 4:Topology of Self
In this basic Venn diagram above, the subsets represent our topological space and perception andhow we project our thoughts,feelings and actions in the presence of a stimulus,which are continuously
bombarded by life.
3. Topology of Self
Convergence ― in the absence of more specific context,the approach is towards a definite value ora goal to reach a fixed state of mental equilibrium.

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154TH INTERNATIONAL TRAINING COURSE
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For example:Depression is the fixed state the client has reached the therapist has to make the client
unlearn that fixed state and co-dependencies of“nothing ever good happens to me”to “
something good
will happen if I relearn and adapt a new approach to overcome my negative situation”.
Connectedness ― where incongruence within a person can be made congruent by connecting thepoints of conflict by a path so what the person feels and what the person wants to do is achievable.
(negative or positive).
Continuity ― where the client accepts and comes to terms that there are issues which needs to be
dealt with and they cannot be erased but they can be resolved to lead and positively manage life as
everything is a continuous process because feelings, thoughts and actions contain each other.
4. Golden Ratio
In M athematics and Art a ratio expresses the magnitude of quantities relative to each other.
This ratio is aesthetically pleasing from an artistic point of view and in our universal art of living
we can use golden ratio to gain a pleasing effective affect.In nature the golden ratio also known as Phi,
1.618:1 consistently appears in beautiful things. To beautify our emotions if we used this golden ratio
we will experience immediate change in our neuronal paths from negative to positive.Golden ratio of
toxic versus thriving events in oneʼs environment should be 1:3.
1 negative comment or act experienced by a person from another person or event within a day must
be balanced by 3 positive acts or thoughts by the person. The golden ratio can go as high as 1:12 toexperience a thriving environment.Greater than 1:12 will be smothering and lead to de-motivation.To
balance negative with positive a ration of 1:1 is toxic and toxicity is chronic which means the negative
situation will likely not change.
Resiliency is not the maintenance of high levels of positive effect,but rather that the negative affectdoes not persist.We can enhance the resiliency framework through visualization ofreasoning using thegolden ratio and inducing positive emotions,increased sharing with our near ones and by dissecting thecause of the negative emotion.Such individuals are able to profit from the information provided by thenegative affect and their capacity for meaning-making in response to such events. With greater
understanding about the brain mechanisms involved in memory, decision making, and emotional
responses to traumatic events,we can revisit and redesign the psychology of self affecting us positively
and leading us to self-expansion.
M ind has to be open, allowing for both doubt and possibility and one that has the ability to see
things fresh and new.
In other words,a force multiplier is a combination ofnatural attributes,learned skills or advantages
which make a given force more effective than another force of comparable size. It is a factor that
dramatically increases―multiplies ― the effectiveness of an item or group. Examples of a force
multiplier would be morale, technology, geographical features, weather, training and experience, or
reputation.
Control phenomena is an interdisciplinary branch that deals with the behaviour of dynamicalsystems.
The objective is to calculate solutions for the proper corrective action by the controller that resultin system stability, that is, the system will hold the set point and not oscillate around it.

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This process is important as they define the behaviour of the interactions among the control
elements (SOP in the facility) and adaptation of the immediate environment for maintenance of therunning system, performance evaluation and evolution.
To be solution-focused leadership strategy uses asset based optimization. Assets are natural
attributes of the team ＋ knowledge and skill based behaviours.Through the control system a leader
seeks to minimize or maximize by systematically choosing the values of positive or negative variablesfrom within an allowed system.
Trained correctional personnel will not just set leadership by example but set a trend of aspiring
mentors. With such leadership, prisoners can be invited successfully to raise their EQ (Emotional
Quotient) and positive-laden response behaviour to reach a space where it becomes ʻnaturalʼfor the
majority of prisoners to successfully undertake IQ based training and education in rehabilitation.

VIII. APPENDIX
Bar-On,R.(2006).The Bar-On model of emotional-social intelligence(ESI).Psicothema,18,supl.,13-25,
28.
Richard J. Davidson, (2004), Well-being affective style:neural substrates and bio behavioural correlates.
Rupali Jeswal, (2010), Chapter 22 of the book ʻ
Third Global Emotional Intelligence”.
Wu, C.Q. (1997), From perceptual consciousness to cognitive architectures. Proceedings of the 11th
Annual Conference of the Cognitive Science Society (p.1092). Hillsdale, NJ:Erlbaum. 2577.
http://faithandwar.org/index.php?option＝com content&view＝article&id＝101:us-army-professionof-arms-white-paper&catid＝45:developing-leadership-doctrine&Itemid＝57>.
Kolb, D.A. and Fry, R. (1975)“
Toward an Applied Theory of 9. Experiential Learning”, in C. Cooper(ed.)Theories of Group Process, London, John Wiley.

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154TH INTERNATIONAL TRAINING COURSE
VISITING EXPERTSʼPAPERSIT Leadership in Higher Education, EDUCAUSE CENTER FOR APPLIED RESEARCH volume 1;
2004.
J. M . Burns, Leadership, Harper & Row, 1978.
K. Lowe,K.G.Kroeck,and N.Sivasubramaniam,“Effectiveness Correlates of Transformational andTransactional Leadership:A M eta-Analytic Review of the M LQ Literature,”The Leadership
Quarterly, Vol. 7, No. 3, 1996, pp.385-425.
The M LQ short form (M LQ-6S) was developed by Bernard Bass and Bruce Avolio and is available
through the Centre for Leadership Studies at Binghamton University as well as several othersources.
Spencer, H. (1884)The Study of Sociology.
Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill:Harper and Row PublishersInc.
http://online.ccj.pdx.edu/ccj-careers-resources/criminal-justice-resources/news/prisonovercrowding-is-a-growing-concern-in-the-u-s-800675443/>.
Crowded out? The impact of prison overcrowding on rehabilitation, M arch 2012; Criminal JusticeAlliance organizations. http://www.criminaljusticealliance.org>.
Smart Thinking. Jeni Wilson & Lesley Wing Jan.

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