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An effective military unit is built on the firm foundation of quality leadership; leadership drives performance outcomes and creates the organizational climate and culture necessary for success. While multiple leadership styles can prove effective under various circumstances, toxic leadership almost always has an adverse impact on morale within the unit (Sadulski, 2018). Toxic leadership undermines trust, creates a climate of fear, and can even “violate the legitimate interests of the organization,” (Aubrey, 2012, p. 4). In fact, the effects of toxic leadership can reverberate far beyond the immediate interactions within the unit, penetrating “deep into families and family readiness,” (Jowers, 2015, p. 1). Defined as a self-seeking, “abrasive,” and “narcissistic” set of behaviors, toxic leadership undermines the fundamental principles of the military.
One of the effects of toxic leadership is the creation and normalization of a toxic climate within the entire unit. The main features of a toxic environment within the unit include a lack of intrinsic motivation among individuals, corresponding to a disregard for teamwork (Sadulski, 2018). A toxic leader sets a self-centered example, acting from personal ambition and egoism, rather than modeling collaborative behaviors and team-based methods of problem solving. Self-seeking...
As a result of modeling their own behavior after that of their leaders, unit members also develop a self-centered approach to their work, detracting from the group cohesion that is necessary under many military circumstances.
Furthermore, a toxic climate within a unit will also lead to the loss of the top performing service members (Sadulski, 2018). Because of the ways toxic leadership can seriously undermine the goals of military performance, senior officers should do as much as possible to identify and retrain leaders currently exhibiting toxic leadership traits. Toxic leadership a also has a strong bearing on individual physical and psychological health, which also impacts overall unit performance.
One of the key features of toxic leadership is the fundamental attribution error: the toxic leader takes personal credit for the good work performed by the team, while blaming subordinates when something goes wrong. As a result, members of the unit can become persistently angry and frustrated, with adverse health outcomes (Jowers, 2015). Increased stress levels are common among units with toxic leaders because subordinates are afraid to make mistakes for fear of angry,…
Leadership Styles of Sam Damon and Courtney Massengale In the military setting, it is very common to hear statements like 'you are acting like a Courtney (Sam) on that issue'. Courtney Massengale and Sam Damon are the two main characters in the novel, Once an Eagle by Anton Myrer. The two are portrayed as significantly different army officers in a story that revolves around the key themes of unchecked ambition,
Good leadership is an essential component in a military organization because of the complex nature of military operations. Such leadership is provided by good leaders with capability to adapt to rapidly changing situations in the operational environment. Some of the components that characterize good leadership in military operations and organizations include making quality decisions, creating a positive environment for all subordinates, analytical problem solving, and systems integration. In this regard,
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Furthermore, when groups began people naturally turned to the group leader for direction and advice. It would be accurate to state that most of the relating was to the group leader at that point. However, by exercising linking behavior, I was able to get the group members to look to each other for understanding and help. Initially, I had to point out when people were saying things that would indicate
Although Carlos Ghosn's leadership abilities cannot be contested, there are certain aspects that must be taken into consideration when analyzing his leadership style. He is considered a successful leader, given the results reported by Nissan and Renault and the recognition pachieved from his peers. However, the democratic and laissez-faire style imposed by Ghosn can lead to negative effects on medium term and on long-term. This is because this relaxed attitude
ILE L100 I was pretty enthusiastic when I returned to the 56th ABCT having been ordered to assume responsibility as the deputy brigade commander (DCO). I felt proud and lucky. I had held the proud and shinny image of the 56th ABCT in my head for the last two years. When I returned, there had been some significant changes. It has not been long since I returned, and with the division