Problem: Air Force Supply Squadron

Colonel Pete Novak was assigned to command an air force squadron that airlifted supplies to combat units during the Korean War. The squadron had more than 200 men and several cargo planes. When he assumed command, the situation was bleak. They were short of supplies, personnel, and replacements. Organization and coordination were poor, and there was little cooperation and teamwork among different sections. Morale was low due to the unrelenting workload, the constant bickering and disagreements, and the stress of flying into combat zones. Colonel Novak held a meeting of the squadron to introduce himself and talk about how important their mission was to the success of the war effort. He talked about how the men in the front lines were counting on the squadron to bring them the supplies and ammunition they needed to keep the enemy from overrunning the country. He reminded them that every man had a vital function in the operation of the squadron. Then Colonel Novak set out to learn about more about the men in his unit, beginning with the officers. He held frequent staff meetings with the section heads and some key noncommissioned officers (NCOs) to discuss the methods used to carry out the mission of the squadron.

He visited the enlisted men at work and off duty, talking to them and showing a personal interest in them. He listened to their complaints, and whenever possible tried to deal with their concerns about the poor living conditions at the base. He flew along with the airplane crews on some of the supply missions. On one occasion, when supplies were desperately needed at the front lines and the squadron was shorthanded, he pitched in and worked beside the men all during the night to load the planes. It was not long before Colonel Novak had learned each person's name, what his job was, and something about his background. As he found out more about the capabilities of the men, he reorganized the squadron to place people where the best use could be made of their skills and experience. In staff meetings, disagreements were discussed and worked out, and responsibilities were assigned when all concerned were present. Authority was clearly delegated to reduce confusion and duplication of orders. The NCOs were held responsible for the actions of their men and, within limits, their decisions were enforced without question. Within two months, the effects of the changes were evident. The officers and enlisted men learned what was expected of them and began to see themselves as an essential part of a well-run organization. They began to take pride in their ability to accomplish their mission despite the hardships. Morale and teamwork improved. Before long the squadron became one of the most efficient in Korea. Copyright © 1985 by Gary Yukl

Questions: 1. What effective leadership behaviors were exhibited by Colonel Novak?

2. What does this case illustrate about effective leadership?

3. Compare the leadership behavior in this case with the behavior in the preceding case.