Twelve Oclock High*

Let's begin by analyzing the situation. What did you observe during this movie?
Q:

Why is the 918th Bomb Group having problems?

A:

Colonel Davenport is over-identifying with his men. He defends them, (navigator) and
takes responsibility for errors made by his men.

Q:

Using the Hersey-Blanchard Situational Leadership Model, what is the development,

readiness or maturity level of the men of the 918th?

A:

Level 2 - some competence, low commitment.

Q:

What are some of the cues that indicate the men of the 918th are at level 2 of
development, readiness or maturity.

R:

In terms of competence or ability (some)

Not staying in formation, heavy losses, and navigation errors.
Commitment or willingness is low.
Not secure of their ability to complete a mission, high sick-call rate, always
looking for someone to lean on, Col Davenport was not willing to push for
more
planes for a mission - he accepted what was offered.
Q:

Using the Hersey-Blanchard Situational Leadership Model, what is Colonel Davenport's

style of leadership and why is he failing or succeeding?

R:

His style is S3 (low task and high relationships behavior). He's failing because he is
misreading the development, readiness or maturity level of his followers. He is using a
leadership style that is mismatched for the development level of the followers. (see case
one notes on underdirection or underleadership. Col
Davenport is using Style 3 on a
group which is asking to be told what to do. This style has created an atmosphere of
anxiety and confusion. The result - the mission is no longer being accomplished, even
though his men are loyal to him. Col Davenport is also failing because he lays blame
elsewhere and is looking for excuses.
______________________________________________________________________________

*As noted earlier, the terms development level, readiness level and maturity level are
equivalent. Also, I have deleted the one word descriptors of the leadership styles and refer to
them by number only see case study 1 notes.

Q:

Using the Hersey-Blanchard Situational Leadership Model, what is General Savage's

leadership style at Pinetree and why is it successful or unsuccessful?

A:

His style at Pinetree is Style 2 (high task and high relationships behavior). He is still
making the decisions and providing the structure; he also says why a decision is
made.

Let's go back to the Hersey-Blanchard Model and see what else we picked-up from the
movie.

Q:

When did General Savage change leadership styles?

R:

Just before he entered the base to assume command, he got out of his staff car on the
right and called his driver by his first name. He reentered the car on the left and called
his driver "Sergeant."

Q:

What leadership style did General Savage initially assume when he took command of
the 918th Bomb Group?

R:

His style is S1. He makes all decisions and tells people exactly what to do.

Q:

Savage came in as S1, but his men were actually development, readiness, maturity
level 2 - some ability or competence and low willingness or commitment, so
why did
this mismatch style work for him?
R:

It worked when he first arrived because Savage was focusing on the men's need to
improve their competence. If he had stayed Sl much longer, their morale wouldn't
have improved and the mismatch could have backfired.

Q:

Explain why General Savage treats Major Stovall differently from the aircrew.

A:

General Savage uses a mix of styles 2 and 3 with Major Stovall. Unlike the aircrew,
Major Stovall has a higher, 2 to 3, development, readiness, maturity level. General
Savage must still provide the basic structure in some instances, but in other instances,
like the delaying of transfer requests, General Savage gets Major Stovall to participate
in the decision.

Q:

What is the purpose of the practice missions?

R:

The purpose is to tell them how to fly and develop their skills, abilities and overall
competence.

Q:

When does General Savage introduce leadership style 2? Is it appropriate?

R:

1. He starts explaining WHY they are flying missions after the group's second
successful mission. Yes, this is the appropriate time because willingness and
commitment to fly is increasing. They know they can fly a mission with a reasonable
chance of returning.
2. General Savage tells Bishop why they went to Germany.
3. The overall changes in competence and commitment justify the change.

Q:

What is the significance of General Savage taking the 918th to the target when
everyone else returned with the recall?

R:

To build pride and unity. To show they could do the job when others couldn't. It was
a risk of the magnitude leaders must occasionally take to pull a unit together.

Q:

How do we know General Savage is becoming successful at this point in the story?

R:

Bishop removed his request for transfer in front of the IG.

Q:

Why did General Savage change lead pilots?

A:

He needed more able commanders and what better way than by having them fly lead
on some missions. He was building responsibility and leadership so he could then
support and participate with his people. Ability and competence was growing from
moderate to high, however commitment remained variable. The way to develop more
able commanders was to instill confidence and motivation. S3 (low task and high
relationships behavior was appropriate for the situation.

Q:

What's the difference between Colonel Davenport and General Savage?

R:

The only difference is their manifested (behavior) leadership style.

Again, let's discuss the movie and analyze the leadership you observed.
Q:

What are some additional indicators that General Savage is successful with his leadership
style?

R:

The ground crews were stowing away to fly on missions (pride). Gately flew until he
passed out (dedication).

Q:

Why did General Savage break?

R:

Maximum effort. He is actually delegating by default. Remember when Colonel

Davenport said to General Savage "You are riding in every crew station and cockpit"
You are truly delegating when the job gets done the way you want and you don't have to
be there to influence the job.

Q:

What are Colonel Davenport's primary and secondary leadership styles?

R:

Primary is S3 - he tries to identify and be with the men he commands. Secondary is S2

- he feels he owes a reason to his men.

Q:

Why was General Savage able to turn the 918th around?

R:

He successfully met the needs of his followers, whether the followers recognized it or
not. By matching his leadership style to the follower's development, readiness, maturity
level, he was able to turn the unit into a productive and effective fighting machine.

Q:

What are General Pritchard's primary and secondary leadership styles?

R:

Primary is S4 secondary is S2. He seems to use S1 as a secondary style except that he

will usually explain his reasons to the staff. This makes his secondary leadership style
S2.

Q:

What lesson is Ben Gately teaching us all?

R:

To be a leader you must take risks and direct others. He avoided the risks of flying in
the beginning but later showed that he had the talent to train his men and lead.

Conclusion

The application of the appropriate leadership style contributes to yielding the best results. We
must diagnose assess the situation and choose the most appropriate style. Inappropriate styles
can lead to poor performance (this is a good time to review the mismatches discussed in the
notes for case one.