Lieutenant Colonel Yaron and Daniel Gaza Strip Battalion for the Evacuation

Leadership style that Lt. Col. Yaron exhibited

When Lieutenant Colonel was Yaron was called upon to volunteer as the operation commander in the operation mission to evacuate Israeli Settlement in the Gaza strip, he led the design engineering unit in the Air Force. This proved to be a bigger challenge to him despite the fact that earlier n his career he had served as a deputy battalion commander in the Paratroopers. He referred to this as a personal challenge and lately accepted the responsibility. Yaron is in this context portrayed as a very flexible person who does not stick to his guns whatever what. When a challenge comes up he takes it. He seemed not to have a preferred style. He comes up with different approaches that suit the various needs of different situations. He is flexible and adaptable to situations that arise. He can recognize different demands of each situation, and use a leadership style that gives optimum success (Avolio, Walumbwa, & Webber, 2009). The battalion that he is to command, that makes part of the Air Force's Blue Brigade, has to be built from scratch. This is a responsibility that he takes up immediately. This further exemplifies Yaron's flexibility (Avolio, Walumbwa, & Webber, 2009). Yaron also believes in engaging in consultations. In fact, he encouraged battalion company commanders to initiate ongoing meetings with their soldiers. Despite the challenges he gets from the top officers in the Air Force and certain staff assigned to this mission he still proceeded with his duties without deterrence. He was also empathic and that is why he decided to evacuate the Sinai settlements. Colonel Yaron was more of a steward. He was a military commander whose leadership traits had been tried at different levels. He was one kind of leader who was ready to soil his hands in carrying out his leadership responsibilities.

Leadership style that Colonel David exhibited

Evacuation of the Jewish Settlement in the Gaza strip was an enormous operation that was further complicated by the opposition it faced from the Jewish population (Fauler, 2012). All this pressure had to be soaked by the military commander who was directly in-charge of this operation. This is the kind of pressure that Colonel David faced (Mind Tools, 2013). Amidst all this he still managed to inspire his followers to do more than they would have expected to do during the process of operation. Before carrying out the actual operation he had to sit down and strategize by conducting searches to locate relevant information on the topic of evacuation putting the Algiers and city of Yamit scenarios into context. In his own wisdom he found that these cases were not relevant and therefore acted upon the commands own healthy intuition. He aligned the interest of the Israeli Defense Forces with that of the individual members of his unit. He in this regard impressed on his officers to embrace the government's mission of ensuring that the damage incurred during the evacuation exercise is minimal. He had the capability to inspire and motivate officers who were working under him. He was capable of inspiring change because of his idealized influence, individual consideration, intellectual stimulation, and inspiration (Mind Tools, 2013). He maximized mutual interest and restraint in the process of exercising his power. He broadened and elevated the interest of his officers. He knew that the operational would emotionally sap the soldiers and therefore coined the slogan " with determination and sensitivity" to ensure that soldiers use force when required and at the same time be sensitive to their plight. This generated awareness and motivation towards the purpose and mission of the operation he was commissioned to oversee. Officers freely interacted with him (Murray, 2013). Colonel denied gathered Israeli Defense Forces Psychologists for brainstorming session wit a view to listening to their opinion. This kind of interaction had some transformational capability. The complexity of the evacuation process made Daniel to evolve into a person who looks at the context of the challenge at hand and come up with a strategy that is contingent to the situation. He valued leader-member relations.

Similarities between Lieutenant Colonel Sharon and Colonel Daniel

Yaron and Daniel were both flexible leaders. Yaron accepted to be deployed to carry out an operation that he was last engaged in during his formative years at the Air Force. Daniel just like Yaron also consulted his officers to seek their opinion before any operation was carried out. Daniel and Yaron share some sort of similarity in the context of their pace-setting leadership styles. They both build challenging and exciting goals for the Israeli Defense Forces (IDF) team. They both expect excellence from the IDF. The IDF knows what is expected of them, excellent performance.

How both Colonel Yaron and Lieutenant Colonel Daniel can help solve leadership challenges in Israel

Both of these leaders is capable of adapting their leadership styles to achieve maximum effectiveness. They do not have one preferred leadership style. They are capable of taking different approaches to suit various needs of different situations. Leaders should take cue from these two by being flexible and adaptable to use different leadership styles in different situations. They should also recognize the different demands of each prevailing situation. The styles that give optimum success must always be prioritized.

Lieutenant Colonel Yaron and Lieutenant Colonel Daniel interrelationship using Jung theory

Yaron exhibits reflective green leadership style. When he undertakes to evacuate Jewish settlements in the Gaza strip battalion commander, his propositions sparks some sort of opposition from the Air Force. In actual sense he foresees the future and appears to know what this would mean when the actual evacuation exercise is to be carried out. Yaron anticipates what is outside the current knowledge. He uses this leadership style when radical change is needed despite the fact that this change might be a long-term activity (Avolio, Walumbwa & Webber, 2009). He clearly knows that there are no immediate dangers that the IDF may face in the short-term. This is some kind of introverted intuition.