Leadership philosophy supporting Mission Command execution in Army training

A philosophy of leadership provides the set of guiding principles throughout the initial US Army Military Training, establishing the framework and foundation from which I will develop a cohesive and strong leader identity. One of the main purposes of cultivating a leadership philosophy now is to determine the set of values from which I will not waver, even as circumstances and situations require flexibility in my responses and creative thinking in my decisions. Another purpose of developing a philosophy of leadership now is that it will allow me to empower others, inspiring them to also rise to every occasion as military leaders. My philosophy of leadership will also enhance my self-concept, as I improve my communications competencies. Strong military leaders are able to provide constructive feedback and support, inspiring trust and raising morale. As an emerging leader, I intend to be at the forefront of change, helping others to remove fear and resistance in order to prepare the American military, and the Army specifically, to face and overcome future challenges. My leadership philosophy is grounded in the principles of servant leadership, which supports my leader identity as someone who values the overarching goals and mission of the organization.
The philosophy of leadership comprises the important elements of vision, values, and strategy. Values inform vision, and vision informs strategic planning. Vision is about “standards of excellence, purpose and direction,” (Leboeuf 1999, 1). Leadership is central to the mission command philosophy, as outlined in the ADRP 6-0. The principles of mission command require a combination of visionary skills with the pragmatic ability to command, manage, and control. Effective military leadership is not about authoritarian, rigid, coercive command and control but about transforming others through shared mission, values, and visions. Within my philosophical framework as a leader, I recognize the greater potential in inspiring others with intrinsic motivation than in relying on dogmatic methods that can deflate morale and decrease the potential for collaborative and creative decision making and critical thought.
In fact, my leadership philosophy depends on the ability to continually communicate with purpose. Developing others means remaining attuned to their needs, empowering others to understand the unifying purpose of any operation. Thus empowered with knowledge, individuals can make informed decisions that promote the end results of the initiative. The “science of control,” which is a key component of the ADRP 6.0 mission command protocol, involves both appropriate information and communications in leadership contexts. As a leader, I need to balance the art of team building with the strategic importance of outlining tasks and operations, delegating, and commanding. The servant leadership model is ideal for teambuilding and communications purposes because it puts everyone on the same page: with buy-in to shared mission, values, and goals.
The ethical principles that undergird my leadership philosophy also remain salient and relevant to the fulfillment of the ADRP 6-0 mission command guidelines. Leaders set the ethical tone for their units, their departments, and their entire organizations. Remaining focused on organizational culture issues, and how they affect individual behaviors, I can be a role model to others and become a person of influence in the military. I intend also to incorporate what might seem like softer approaches to leadership, such as having a sense of humor that breaks down communication barriers, or genuinely caring for those who need to spend time with their families (Leboeuf 1999, 1). The Army recognizes the value of leaders who are inherently adaptable, able to respond to unforeseen circumstances, to anticipate risk and to manage change accordingly. As the leaders of the future, we need to start now to cultivate a comprehensive vision of where we would like the organization to be, and how we can work together to improve its ethics and its performance.







Bibliography

Headquarters, Department of the Army. ADRP 6-0: Mission Command. May 2012. https://fas.org/irp/doddir/army/adrp6_0.pdf
Leboeuf, Maureen K. “Developing a Leadership Philosophy.” 1999. http://www.au.af.mil/au/awc/awcgate/milreview/leboeuf.htm