Make sure that you read the Leadership Styles article before you go any further as that will explain the types or styles of Leadership discussed later in this article.
At all times you should maintain a positive cockpit gradient, that is to say, YOU as the Captain should be the one running the show. Normally you will the one with the most experience and knowledge, otherwise you would not be in a position of Command.
A positive cockpit gradient is essential to maintain an effective Leadership role. If you end up with a negative cockpit gradient your First Officer is running the show and you have given up your Leadership role and adopted or allowed yourself to transform into a follower. The cockpit gradient can be either steep or shallow, but should always remain positive.
Experience
The relative cockpit “levels” of the LHS and RHS vary depending on the experience levels of the Captain and First Officer and the situation encountered.
For most of the time you will encounter normal experience levels between you and your First Officer and you will face routine situations.
This results in a moderate and “normal” cockpit gradient which facilitates the usual use of the Participative style of Leadership.
An experienced Captain (a high cockpit level) and an inexperienced First Officer (a low cockpit level) will have a steep cockpit gradient.
An inexperienced Captain and an experienced First Officer will have a shallow cockpit gradient, but it still should be positive.
Situation
A time critical situation will require the Captain to “increase” his cockpit level as you take on more of the decision making, risk assessment and more actively Lead your team. This has the effect of steepening the overall cockpit gradient.
A routine flight will not place any great demands on either cockpit crew and so the cockpit levels will be low and the cockpit gradient may be normal to quite flat.
Changing Leadership Styles
If a routine flight is coupled with a new and inexperienced Captain (a low cockpit level) and an experienced First Officer (a high cockpit level), a very shallow cockpit gradient would result.
A shallow cockpit gradient lends itself to a Delegative style of Leadership. Ensure that the cockpit gradient remains positive. You must still retain the overall Leadership role.
In a complex, difficult, time critical situation the Captain will be required to rapidly elevate his cockpit level. If this occurs with a new and inexperienced Junior First Officer, the cockpit gradient will steepen quickly.
A steep cockpit gradient lends itself to an Authoritarian style of Leadership.
Between these two extremes lie many different angles of cockpit gradient, from steep to shallow. The often varying cockpit gradient will influence to some extent what Leadership style you employ to react to the given crew composition, crew experience and the conditions and situation that you find your team in. Remember that good Leaders vary their Leadership style to suit the situation.
Which Leadership style you eventually choose to use will result from the experience levels within the cockpit, the situation and how demanding it is and, of course, your knowledge of Leadership, coupled with common sense and effective CRM.
At all times you should maintain a positive cockpit gradient, that is to say, YOU as the Captain should be the one running the show. Normally you will the one with the most experience and knowledge, otherwise you would not be in a position of Command.
A positive cockpit gradient is essential to maintain an effective Leadership role. If you end up with a negative cockpit gradient your First Officer is running the show and you have given up your Leadership role and adopted or allowed yourself to transform into a follower. The cockpit gradient can be either steep or shallow, but should always remain positive.
Experience
The relative cockpit “levels” of the LHS and RHS vary depending on the experience levels of the Captain and First Officer and the situation encountered.
For most of the time you will encounter normal experience levels between you and your First Officer and you will face routine situations.
This results in a moderate and “normal” cockpit gradient which facilitates the usual use of the Participative style of Leadership.
An experienced Captain (a high cockpit level) and an inexperienced First Officer (a low cockpit level) will have a steep cockpit gradient.
An inexperienced Captain and an experienced First Officer will have a shallow cockpit gradient, but it still should be positive.
Situation
A time critical situation will require the Captain to “increase” his cockpit level as you take on more of the decision making, risk assessment and more actively Lead your team. This has the effect of steepening the overall cockpit gradient.
A routine flight will not place any great demands on either cockpit crew and so the cockpit levels will be low and the cockpit gradient may be normal to quite flat.
Changing Leadership Styles
If a routine flight is coupled with a new and inexperienced Captain (a low cockpit level) and an experienced First Officer (a high cockpit level), a very shallow cockpit gradient would result.
A shallow cockpit gradient lends itself to a Delegative style of Leadership. Ensure that the cockpit gradient remains positive. You must still retain the overall Leadership role.
In a complex, difficult, time critical situation the Captain will be required to rapidly elevate his cockpit level. If this occurs with a new and inexperienced Junior First Officer, the cockpit gradient will steepen quickly.
A steep cockpit gradient lends itself to an Authoritarian style of Leadership.
Between these two extremes lie many different angles of cockpit gradient, from steep to shallow. The often varying cockpit gradient will influence to some extent what Leadership style you employ to react to the given crew composition, crew experience and the conditions and situation that you find your team in. Remember that good Leaders vary their Leadership style to suit the situation.
Which Leadership style you eventually choose to use will result from the experience levels within the cockpit, the situation and how demanding it is and, of course, your knowledge of Leadership, coupled with common sense and effective CRM.
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