1000 results for “Military Leadership”.
On the surface, Military Leadership and Virtual Leadership seem like polar opposites. Military leadership is old, entrenched, and traditional with little flexibility in terms of normative behavior. On the other hand, virtual leadership is new, highly flexible, and sometimes signals a flat organizational hierarchy. Military leadership cannot exhibit a flat organizational hierarchy, because effective military leadership depends on the ascription to established structure and chain of command. In spite of these core differences, military leadership and virtual leadership share much in common. Both require trust, morale, and loyalty among team members. The difference is that usually the virtual leader has to work harder to gain trust and keep member morale high. Both military leadership and virtual leadership address immediate and real life situations as well as remote situations distant in both space and time. Various leadership styles can work with a military leader and a virtual leader, including transactional…
Johnson, K. (n.d.). Virtual leadership: Required competencies for effective leaders. Retrieved online: http://www.ilr.cornell.edu/cahrs/research/whitepapers/upload/Spring10Mtng_VirtualLeadership.pdf
Kostner, J. (1994). Virtual Leadership: Secrets from the Round Table. New York: Warner.
"Leadership Traits and Behaviors." Retrieved online: http://www.uc.edu/armyrotc/ms2text/MSL_201_L10a_Leadership_Traits_&_Behaviors.pdf
Wong, L., Bliese, P. & McGurk, D. (2003). Military Leadership: A Context Specific Review. U.S. Army Research. Retrieved online: http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1004&context=usarmyresearch&sei-redir=1&referer=http%3A%2F%2Fwww.google.com%2Furl%3Fsa%3Dt%26rct%3Dj%26q%3Dmilitary%2520leadership%2520theory%26source%3Dweb%26cd%3D3%26cad%3Drja%26ved%3D0CEAQFjAC%26url%3Dhttp%253A%252F%252Fdigitalcommons.unl.edu%252Fcgi%252Fviewcontent.cgi%253Farticle%253D1004%2526context%253Dusarmyresearch%26ei%3DmxS3UOT4DoexhAfdoIGgBQ%26usg%3DAFQjCNEMHvMQZagRHnGvO94tnSMpIWqiDQ#search=%22military%20leadership%20theory%22
It is only by addressing the challenge at multiple levels, including the system level, that we can build a force with the needed psychological strength to withstand the varied stressors of current and future complex operations." [footnoteef:2] [2: Paul Bartone et al. "To Build esilience: Leader Influence on Mental Hardiness. Defense Horizons, November 2009, 69.]
Understanding others in an empathetic manner will no doubt serve a military leader well in dangerous times. A third model of military leadership suggests that a flexible level of empathy can signify the success of a leader within the military. The U.S. Army War College published an important model that suggests this approach. The suggestion stated "This paper argues that the U.S. Army should continue its bold initiatives in its current Campaign of Learning and go even further. It should develop creative leaders who can exercise adaptive leadership with the capacity to provide learning environments…
Bartone, P. et al. (2009). To Build Resilience: Leader Influence on Mental Hardiness. Defense Horizons, November 2009, 69.
The U.S. Army War College. "The Letort Papers." Edited by John B. Richardson, December 2011.
The U.S. Department of the Army. Field Manual 6-22 Army Leadership. October 2006.
Looking at my own cooperative work in a hospital as a leader for an intensive care unit, I can see how I use all three types of leadership that have been covered in the lessons on the American experience of the Vietnam War: strategic thinking, tactical planning, and logistics. In fact, not only do I incorporate all three of those skill sets in my daily work in a mission-driven organization, but I also feel like any successful leader must be willing to incorporate all three of those leadership approaches. Furthermore, a leader must have sufficient personal insight to realize when he or she is unable to fully and appropriately implement a component of leadership and be able to ask for assistance in instituting that component. I feel that as a leader, I am able to recognize the need for all three types of leadership, am able to employ…
Brydson, D. (2014). Strategic and tactical planning: Understanding the difference. Retrieved February 6, 2014 from Small Biz Link website: http://smallbizlink.monster.com/training/articles/855-strategic-and-tactical-planning-understanding-the-difference
Daddis, G. (2012, March 16). Thinking more about Vietnam: Wars are neither won nor lost by strategy alone. Retrieved February 6, 2014 from Foreign Policy website: http://ricks.foreignpolicy.com/posts/2012/03/16/just_what_does_a_battalion_s_3_do_all_day_glad_you_asked_says_maj_ukiah_senti
Genc, R. (2008). The logistics management and coordination in procurement phase of organ transplantation. Tohoku J. Exp Med, 216(4), 287-296.
Moreover, true leadership is integral to coping with the struggles of life effectively or at all. Developing leadership is essential for the success of individuals or organization and their ability to implement successful leadership strategy, building talent, and develop future leaders. Leader development is a process that requires a variety of development experiences and the ability for leaders to learn from their experience, which is part of the skill set we have learned in this course. We, the next generation of leaders, have been developed through effective strategies, proper training, and experiences.
We have learned how to take our natural abilities and hone them into skills, which contribute to our becoming true leaders. Leadership is not necessarily a privilege, but it is definitely a great responsibility. True leadership means the capacity to lead others, as well as the ability to recognize the leadership qualities in others. This might not have…
Jago, a.G. (1982). Leadership: Perspectives in theory and research. Management Science, 28(3), 315-336.
Over the centuries, leadership has played a major role, in the survival, success and endurance of any Army. However, in our history there exist clear examples that show lack of leadership. Developments in the conceptual and physical components have influenced campaigns and battles significantly. They have brought about great changes in the way these battles are conducted, but conflict, and particularly land conflict, remains a human endeavour. At all levels, it was good leadership that maintained morale in the trenches, held the thin red line, motivated troops and thus ensured the tactical battle field success. In the future, effective leadership will play an essential role if at all any Army is to succeed (The oyal Military Academy Sandhurst, 2014).
The oyal Military Academy, Sandhurst (2014), states that leadership is an intangible, yet a very powerful property. Many have attempted to give it a…
Department of the Army. (2015, June 30). Leader Development. Field Manual (FM 6-22) . Washington, DC, United States: Center for Army Leadership. Retrieved from https://armypubs.us.army.mil/
Sewell, G. F. (2009). Emotional Intelligence and the Army Leadership Requirements Model. MILITARY REVIEW, Vol 89, Issue 6,93-98. Retrieved from http://connection.ebscohost.com/
The Molossian Naval Academy. (2013). Military Leadership. Retrieved June 7, 2016, from Spyglass Hill: www.molossia.org/milacademy
The Royal Military Academy Sandhurst. (2014). Developing Leaders. Camberley: Royal Military Academy Sandhurst. Retrieved from http://www.army.mod.uk/
Most Important Area Of Training For Modern Military Leadershi
esiliency: The single most important area of training for modern military leadership?
The military life is invariably a stressful one and service in the modern military brings unique psychological and physical stresses to troops. According to Bartone & Armstrong (2009), the most important character that must be fostered in contemporary training is that of resilience. "esearch over the past 25 years has confirmed that psychological hardiness is a key stress-resilience factor. People who show high levels of psychological hardiness exhibit greater commitment (the abiding sense that life is meaningful and worth living), control (the belief that one chooses and influences his or her own future), and acceptance of challenge (a perspective on change in life as something that is interesting and valuable)."[footnoteef:1] Of course, technical competency is required and soldiers must be physically fit to withstand the rigors of combat.…
Bartone, Paul T. "Chapter 6: New Wine in Old Bottles: Leadership and Personality in the Military Organization."
Bartone, P, Barry, C., & Armstrong, R. "To Build Resilience: Leader Influence on Mental
Hardiness." Defense Horizons, 69 (2009): 1-8.
Fielder, Dave. "Defining command, leadership and management success factors within stability operations." PKSOI Paper, 2009
Some of his more popular nicknames are ‘the mad dog’ and ‘warrior monk.’ He has spent decades on the war front and is regarded one of the most effective military leaders ever. Today, he serves as Donald Trump’s Secretary of Defense. Prior to his retirement, James Mattis served as the Commander of the United States Central Command, effectively meaning that he oversaw military operations in a number of vast regions including, but not limited to, the Middle East. His character, approach to leadership, and accomplishments make him stand shoulder-to-shoulder with other maverick generals before him, including Douglas MacArthur, George S. Patton, and Dwight D. Eisenhower. As much as he is tough-fighting and tough-talking, Mattis is also a charismatic military leader. He managed to inspire his troops towards the accomplishment of missions and did not shy away from ‘getting into the trenches’ and, thus effectively uplifting the morale of the marines.…
Military-Led econstruction and Fiedler's Contingency Theory
In light of the unfolding instability, violence and difficulty that characterized the wars in Iraq and Afghanistan, the United States military must reexamine its approach to the strategic invasion, occupation, reconstruction and power-handover that have evolved into a war-making template for the nation. Accordingly, the research conducted hereafter considers the need for a change in leadership orientation, using Fiedler's Contingency Theory as the lens for the literature review thereafter. The Findings drawn from the review of literature are presented in this account and, generally, provided confirmation of the pertinence of Fiedler's contingency theory to modern military strategy as well as the pertinence of Fiedler's Least-Preferred Coworker checklist to defining ideal military leadership. The reported findings connecting Fiedler's ideas with strategic and empirical documentation on applied military policy contribute to a number of policy recommendations. In particular, these policy recommendations revolve around two…
Conner, Maj. W.D. (2005). Understanding First in the Contemporary Operational
Environment. School of Advanced Military Studies; For Leavenworth Kansas.
Ellyson, L.M.; Gibson, J.H.; Nichols, M. & Doerr, A. (2012). A Study of Fiedler's
Contingency Theory Among Military Leaders. Allied Academies International
And certainly those men and women that have the ability to be trained, and have the character and judgment and willingness to be led before they are ready to lead, are certainly ready become military leaders. And just as a diamond must have three properties to become a diamond -- carbon, head, and pressure -- a leader must have three properties as well -- "character, knowledge, and application" (UC).
In conclusion, inspiring troops as they go into harm's way is the solemn, august responsibility of military leaders. The traits that a leader must have in order to lead and inspire, include: engendering trust; be willing to assume the same risks as those he is leading; be competent and cooperative and have sound judgment; and have the character and knowledge to know what to do and when to do it.
Crandall, Doug. (2006). Leadership Lessons from est Point. Hoboken,…
Crandall, Doug. (2006). Leadership Lessons from West Point. Hoboken, NJ: John Wiley & Sons.
Harvey, Robert. (2008). Maverick Military Leaders: The Extraordinary Battles of Washington,
Nelson, Patton, Rommel and others. New York: Skyhorse Publishing.
Sweeney, Patrick J. (2010). Do Soldiers Reevaluate Trust in Their Leaders Prior to Combat
Leadership Path Goal Theory
The Boy Scouts" using the "path- goal theory
Path Goal Theory
Explain how the theory works and include an example
Explain the effect of power and influence that leaders have on followers in the organization
Are the followers receptive?
Would you recommend another strategy?
Evaluate the role of transformational and transformational leadership in the organization
Effectiveness of transformational and transactional leadership in the organization
Assess the traits and characteristics of an effective team leader within the organization
Explain how the leadership supports vision, mission, and strategy in the organization
If you were the leader in the organization, what would you change and why?
The leadership theories are different in their relevance and approach, however, the importance of effective leadership cannot be undermined in operations of a successful organization. The boy scouts and other military organizations also…
Bolman, L.G., & Deal, T.E. (2011). Reframing organizations: Artistry, choice and leadership. USA: Jossey-Bass.
Samson, D., & Daft, R.L. (2009). Fundamentals of management. Australia: Cengage Learning.
Winkler, I. (2010). Contemporary leadership theories. USA: Springer.
Type a versus Type B Leadership
The ability to guide and direct a group, department or entire organization is predicated on being able to balance task and relationship orientation through transformational leadership. The most effective leaders balance short-term transactional strategies for getting immediate results with transformational leadership skills, intermediating between each using emotional intelligence (EI) to guide their decision making (Ivey, Kline, 2010). The foundational elements of transformational leadership include individualized consideration, intellectual stimulation, inspirational motivation (Ismail, Mohamed, Sulaiman, Mohamad, Yusuf, 2011) and idealized influence. Transformational leaders are able to use situational awareness and EI to selectively apply each of these approaches at the most opportune time to get the best results (Ivey, Kline, 2010). The intent of this analysis is to evaluate how these techniques can be used for assessing scores from the Type A versus Type B tests taken. I received a score of 38 on Type…
Ismail, A., Mohamed, H.A., Sulaiman, A.Z., Mohamad, M.H., & Yusuf, M.H. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business and Economic Research Journal, 2(1), 89-108. Retrieved from ProQuest.
Ivey, G.W., & Kline, T.B. (2010). Transformational and active transactional leadership in the Canadian military. Leadership & Organization Development Journal, 31(3), 246-262. Retrieved from ProQuest.
So was this true for Cornwallis, who must bear the
dubious association of his side's historical failure to retain the American
colonies even as evidence suggests that his best efforts were extended as
exemplary traits of leadership. Certainly, as Buchanan reports, "it is
also a measure of his leadership that in all the actions in which we have
observed him his militia performed like seasoned regulars." (Buchanan, 190)
This relationship between leader and organizational members is an expected
demand of the military.
Perhaps more surprising and pleasing with consideration of unique
anecdotal detail of the Buchanan text is the core competency listed by the
military requiring "the ability to operate in an environment, encompassing
higher and lower command structures, and using one's influence outside the
traditional chain of command." (DoA, 67) This means that a leader is
expected even such formally and bureaucratically impacted contexts to hold
a certain degree…
Buchanan, J. (1999). The road to Guilford Courthouse: The American
Department of the Army (DoA). (2006). Army Leadership: Competent,
Many of these modern characteristic of a leader have been passed down to us in the form of the business and political leaders. For example, a company leader or business manager nowadays will certainly be required to have charisma, to be able to organize his personnel so as to obtain the desired strategic and tactical results. It is by being a respected personality and by a certain charisma that the leader is able to impose his will over the rest of the employees. This is perhaps the best reflection of a meritocracy at work, as well as that of its most important benefits.
The meritocracy-based leadership view is certainly the most inspiring. There are several reasons for this. First of all, this type of view guarantees that the best leaders make it to the top rather than that they are selected based on birth and rank criteria. This will guarantee…
Therefore, culturally endorsed leadership theory may require some degree of code-switching (employing different languages or emphasizing and de-emphasizing certain cultural elements) on the part of leaders in order to maintain the balance of general attributes associated with positive leadership. In general, however, there is less of a reliance on the leader as an individual in this type of organizational leadership style, and more of a reliance on universally perceived leadership qualities.
Another fairly efficacious style of leadership for contemporary organizations is transformational leadership. Transformational leadership theory seeks to actuate a change by empowering the various individuals that comprise an organization with the tools necessary to perform their jobs better. Transformational leadership may require a restructuring of a company's objectives, or a reevaluation of the best ways to achieve those values. Oftentimes, transformational leaders are charismatic and are endowed with natural leadership attributes that endear them to people. Their goals are…
Ivey, G.W., & Kline, T.B. (2010). "Transformational and active transactional leadership in the Canadian military." Leadership & Organization Development Journal. 31 (3): 246-262. Retrieved from ProQuest.
Javidan,, Dorfman, P., De Luque, M., & House, R. (2006). "In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE." Academy of Management Perspectives, 20 (1): 67-90.
Traywick, B. (2008). "Reagan's transformational leadership." www.youtube.com Retrieved from http://www.youtube.com/watch?v=puB0Bnt5xfY&feature=related
The only constant in life is change. Perhaps, it is the recognition of this fact that led the management guru, Peter Drucker, to observe, "Leaders grow; they are not made." Peter Drucker's words are significant because they imply that the test of true leadership lies in the ability to grow by leading change (1999). Indeed, some of the world's greatest leaders such as Franklin D. oosevelt, Mahatma Gandhi and Martin Luther King are admired precisely because they possessed such a quality: "Effective leadership, research suggests ... is a function of the situation in which it is found." (Kotter, 1988, p. 21) Thus, it is evident that good leaders are people who continuously engage in a process of change in order to secure a better future.
The examples of oosevelt, Gandhi, and King also serve to illustrate another quality that a good leader must possess, which is the quality of…
Drucker, P. (1999, June). The new commandments of change. Excerpt from Management
Challenges for the 21st Century. Inc. Magazine. Retrieved Nov. 7, 2004: http://www.inc.com/magazine/19990601/804.html
Harris, T.E. (1993). Applied Organizational Communication: Perspectives, Principles and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates.
Heart Quotes Center. (2004). Leadership Quotes and Proverbs. Retrieved Nov. 7, 2004:
Military Management and the Agency Problem
Agency theory can be helpful for understanding any organizational conflict or behavior, and applies equally as well to the private and public sector. Applied to the military organization, agency theory "offers insight into how military strategies relate to political objectives," an important consideration (Petrina, 2005, p. v). When it is applied to the corporate world, agency theory also offers insight into how executive decisions are made and how executives can become corrupt when they possess significant power and separation from agents or shareholders. There are differences in corporate versus military governance and organizational culture, but those differences to do not cloud over the essential applicability of agency theory to both the private and public sector.
A traditional view of agency theory as it applies to military organizations is that "civilians set oversight measures to monitor the behavior of the military and the military responds…
military imparts in an individual many important qualities that they carry out into the real world. These qualities are leadership, versatility, character, among others. The military is an excellent place to learn, to grow, and to better one's self. Many people have had long and successful careers that they earned only through being in the military. It teaches a person the importance of hard work, communication, and bravery.
The military allows for transition into a multitude of careers, especially career in the government. And in sectors where leadership skills are rare and sought after, the military prepares one to establish a secure foothold in these areas. Non-for-profits, volunteer organizations, and businesses all require strong and fearless leaders with clear direction and focus. The military offers exactly what a person needs early on to achieve anything they set out for. Six sections will be examined to show just how military lessons…
Ambrose, S.E. (1983). Eisenhower. New York: Simon and Schuster.
Burns, J.M., & Dunn, S. (2004). George Washington. New York: Times Books.
Cunningham, J.B., & Lischeron, J. (1991). Defining Entrepreneurship. Journal of Small Business Management, 29(1), 45. doi:10.1111/j.1467-8691.1993.tb00073.x
Gowel, D. (2012, March 1). 5 reasons the military is the best training for entrepreneurs | SmartBlogs [Web blog post]. Retrieved from https://smartblogs.com/leadership/2012/03/01/5-reasons-the-military-is-the-best-training-for-entrepreneurs/
When faced with adversary, he cannot be fearful of losing face or seeming disloyal but instead must ask 'what actions are necessary to take for the greater good?' Even when a military leader disciplines a subordinate for disobedience, these actions are because of the requirements of safety and the need for adherence to institutional rules, not because of personal anger. Military officers must hold fast to an "objective professional ethic" of responsibilities owed to themselves, to the institution, to their leaders, and to the American public.[footnoteRef:3] When personal and individual obligations conflict with those of the collective ethos, the need to preserve institutional authority must be upheld. For example, "where it would be improper for a manager at IM to invade the privacy of her employees, the officer is morally obligated to do so" rather than place others in the service at risk.[footnoteRef:4] [2: Margaret Hermann, "Assessing leadership constraints: A…
Hermann, M. "Assessing leadership constraints: A trait analysis." Social Science Leadership
Johnson, K. "Ethical issues of military leadership."
Pfaff, T. "Resolving ethical challenges in an era of persistent conflict." SSI.
leadership different for joint operations? Do you think this is a critical component for effective military leadership for today's military?
The need for the United States to act jointly as part of a community-based international effort vs. striking alone has become increasingly important. There are more multinational threats posed in the form of non-state actors like terrorists as well as an upsurge in rogue regimes. This requires a different military philosophy. "To mount security operations, there are certain constraints. These constraints are that they will be expeditionary; multinational; will involve nonmilitary agencies; and will last a long time."[footnoteRef:1] It is critical that the military leadership of the United States is able to work with the military of other nations and international bodies. Joint operations demand acute cultural sensitivity: unlike a national operation, in which all soldiers share a common culture and background, not all military bodies universally share such characteristics.…
Fielder, Dave "Defining command, leadership, and management success factors within operations." PKSOI Factors. June 2011
Johnson, David. "Preparing potential senior Army leaders for the future." RAND, September
Myers, Richard. "Capstone concept for joint operations." U.S. Department of Defense, 2005.
Leadership: Succeeding in the Private, Public, and Not-for-Profit Sectors
Competency-Based Approach (Federal Government). The "competency-based" approach to leadership helps leaders "fully explore the challenge before them" so they can come up with solutions on a collaborative basis. The competences presented include: a) paying close attention to the situation; b) tapping into person life experiences to better tackle "group challenges"; c) using images (metaphors, photos, stories) to make sense of "complex information"; d) gaining knowledge through improvisation; e) being collaborative with others; and f) "synthesizing issues, objects, events and actions" so they have meaning (Sims, et al., 2005, 159). I fully agree that these competencies are what government leaders must adhere to.
The President's Management Agenda (Federal Government): Since the Federal Government is such a vast and expensive workforce it makes sense that the federal government sub-contracts some of the duties of government out to private vendors. Sims claims that the…
Northouse, P.G. (2013). Leadership: Theory and Practice. Thousand Oaks, CA: SAGE
Sims, R.R., and Quatro, S.A. (2005). Leadership: Succeeding in the Private, Public, and Not-
for-profit Sectors. Armonk, NY: M.E. Sharpe.
Leadership - Gates of Fire by Steven Pressfield
Gates of Fire written by Steven Pressfield is a famous historical novel published in 1998. It tells the story of 480 B.C when Persian King decided to attack Greece. Persia was the biggest power of the world in those times and it used all its supremacy to focus on this singe goal.
Persian King brought with him a huge army of around two million soldiers with a simple message of "surrender or death" for the Greeks. On the other side, Greece put forward their 300 finest Spartan warriors under the commandment of King Leonydas and ordered them to take immediate action.
Spartans knew very well that they will be killed in this battle with Persian invaders but they did not quit and moved forward towards their mission. They bravely resisted against the Persian forces for six days and created an unbalanced fight…
Bass, B and Riggio, R. (2008). Transformational Leadership. Second edition. Lawrence Erlbaum
Cohen, W. (2010). Heroic Leadership. Leading with Integrity and Honor. Chapter 7: Put Duty Before
Self. Published by Jossey Bass.
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, devotion to country, career over family, corruption of power, ethics and morality, good vs. evil, and heroism. Both are portrayed as ambitious, dedicated, and aggressive men dedicated to the service of their country and its people; however, whereas Sam acts as a selfless, caring, and kind commander, Courtney presents himself as his exact opposite -- a charming professional out to portray a can-do image at whatever cost, even if it means stepping on his subordinate's toes just to get things…
ATTP. "Commander and Staff Officer Guide." Department of the Army, 2011. Web. 3 June 2015 https://fas.org/irp/doddir/army/attp5-0-1.pdf
Bass, Bernard and Riggio Ronald. Transformational Leadership 2nd ed. Mahwah, NJ: Psychology Press, 2006. Print
JROTC. "Principles and Leadership." JROTC, n.d. Web. 6 June 2015 http://www.dimondjrotc.org/Leadership/Chapter1/Chapter1Lesson4/U2C1L4A0_Text.pdf
Mayer, Holly. Belonging to the Army: Camp Followers and Community during the American Revolution. Columbia, South Carolina: University of South Carolina Press. 1999. Print
military philosophies of von Clausewitz, Vegetius, and Machiavelli reveal common threads of pragmatism and political realism. Vegetius focuses less on philosophy and theory, and more on the practical details and logistics of military campaigns. Yet in so doing, Vegetius does evolve a foundational political strategy that remains relevant almost two thousand years later, even as technology and the dictums of foreign affairs have changed. Likewise, the tenets embodied by Italian political philosopher Niccolo Machiavelli are still studied in the 21st century, long after they were written. Machiavelli is not as focused on the minutia of military formations on the battlefield as his predecessor Vegetius, but he is far more focused on the ways political leaders need to comport themselves in times of war and peace. Machiavelli is likewise concerned with the ramifications of political power and how leaders can retain and wield their power to achieve self-serving ends. Just as…
Gilbert, Felix. "Machiavelli: The Renaissance of the Art of War." In Makers of Modern Strategy. Oxford University Press, 1986.
Vegetius. Epitome of Military Science. Trans. N.P. Milner. Liverpool: Liverpool University Press, 1996.
Von Clausewitz, Carl. On War. Trans. Col. J.J. Graham.
Furthermore, there are a number of similarities and overlaps between such leadership theories that do not prevent their being characterized as transformational in nature. For example, "Most leaders behave in both transactional and transformational ways in different intensities and amounts; this is not an entirely either-or differentiation" (Miner, 2002 p. 743).
One of the more interesting issues to emerge from the research is the need for transformational leaders to teach what they know to others. Certainly, it would be reasonable to assume that most leaders got where they are by virtue of some innate skill or ability within an organization, and while it would likely be easier - and faster -- for them to simply do some things themselves, teaching others how to become effective leaders in their own right is a fundamental responsibility and effective leaders and serves to differentiate a truly transformational leader from others leadership styles: "True…
Apple. (2007). Yahoo! Business. [Online]. Available: http://finance.yahoo.com/q/pr?s=AAPL
Avolio, B.J., & Bass, B.M. (2002). Developing potential across a full range of leadership: Cases on transactional and transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Transformational leadership: Industrial, military, and educational impact. (1998). Mahwah, NJ: Lawrence Erlbaum Associates.
The Army offers unparalleled opportunities for leadership development, and not just at the theoretical level but also at the practical and applied stages. Nowhere is leadership more important than in the military, which is why the principles taught in this course will continue to resonate with me as I progress in my career. While every lesson has something to offer, the modules on leadership theories and on ethics have proved especially helpful for me to gain insight into different styles and approaches. For example, Big Man theory, trait theory, and situational leadership theories all apply to the Army. Because I have a better understanding of the diversity of leadership styles, my attitudes about leadership have changed since taking this course. Some leaders are more effective as transactional managers, focused on specific tasks and goals, but lack the big picture vision that sets apart servant leaders and visionary leaders. I appreciate…
How the Military Changes
Organizational change is a complex process in most cases, with those at the top of the hierarchy having the authority and power to institute changes while those in the trenches generally lack both the power and the authority but often having the expertise needed to guide needed shifts. In well-functioning organizations, change travels both up and down the hierarchy, with the final authorization for any shift in policy coming from the top echelon. However, in the most hierarchical organizations, all changes must be conceptualized and initiated from the top. Such is the case in the military.
Because of the strictures of its hierarchy, the military is famously resistant to changes. However, the military has also been able to accommodate significant changes over the course of the last half century, from racial integration to a far greater inclusion of women in the armed services to…
Nielson, S. (2010). An Army Transformed: The U.S. Army's Post-Vietnam Recovery and the Dynamics of Change in Military Organizations. Retrieved from http://www.strategicstudiesinstitute.army.mil/pubs/display.cfm?pubID=1020.
Pierce, J.G. (2010). Is the Organizational Culture of the U.S. Army Congruent with the Professional Development of Its Senior Level Officer Corps? Retrieved from http://www.strategicstudiesinstitute.army.mil/pubs/display.cfm?pubID=1015.
Authored by Dr. James G. Pierce.
The focus on team leadership within the Military employs behavior-oriented techniques as derived within the scope of works. Team leadership approaches employ behavior-oriented approaches that are derived from the respective analytic methods. Team leaders have distinct functions and roles, which are often evident when practiced on people under them. Leaders undertake diagnostic functions through the monitoring of team performance and comparing the accepted standards coupled with remedial functions of taking necessary actions towards improving group performance. Leadership performs forecasting functions through watching environmental conditions coupled with their respective effects to team performance. For a military leader, the focus also has a preventive function especially by averting negative effects in a volatile combat environment.
I deserve to take over the leadership function for the team leadership as I have the practices and skills shared by successful team leaders. Team leadership involves building trust as well as inspiration of teamwork.…
Leadership Best Practices
Military leadership depends upon the ability to motivate, support and drive the team to accomplish the mission. Leadership styles are diverse in the military and can include everything from the autocratic style to the servant leadership style. The key to employing best practices in military leadership, however, is to understand the needs of the situation, the needs of the stakeholders, and the needs of the moment so that the right strategy is employed for the goal to be achieved.[endnoteRef:2] This paper will discuss leadership best practices, particularly how sharing leadership best practices can help individual, group, corporation and military success. [2: For this reason, Stogdill asserts that contingency theory is the best way to explain how leaders should perform.]
Leadership has been defined as the ability to give empowerment to others (Conger). Leaders make a difference in the lives of others by helping them…
Leadership and the ole of Sex and Gender
Previous studies have revealed that gender roles and gender may both be predictors of the emergence of leadership. This paper will examine the impact of the above variables, using role congruity and expectation states theories. With respect to gender, males will most likely emerge as the leaders in case of gender-neutral and masculine tasks, while females more likely dominate the domain of feminine tasks. The process may be explained in terms of performance expectations the society has for females and males with regard to specific tasks. In the gender role context, androgynous and masculine personalities will most probably come forward in the leadership role across a range of tasks. This arises out of congruence between androgynous and masculine gender roles, as well as the stereotypical example of the leadership role. It appears that (in western societies, at least), model leaders remain stereotyped…
Catalyst, (2016). Women CEOs of the S&P 500. New York. Retrieved from http://www.catalyst.org/knowledge/women-ceos-sp-500 on 19 May 2016
Dawson, M., Burrell, D. N., & Rahim, E. (2010). Deep Dive into Understanding the Theory of Military Organization, Military Leadership, Skill Transfer, Aspects of Program Management, and Decision Support Systems. International Handbook of Academic Research and Teaching, 33.
KENT, R. & MOSS, S.E. (1994). EFFECTS OF SEX AND GENDER ROLE ON LEADER EMERGENCE. Academy of Management Journal, 37(5), 1335-1346.
Laurence, J. H. (2011). Military Leadership and the Complexity of Combat and Culture. Military Psychology, 23, 489-501. doi:10.1080/08995605.2011.600143
Leadership of Wellington
The British general Arthur Wellesley beautifully fits the model of a maverick military commander offered by obert Harvey in his work Maverick Military Leaders, the Extraordinary Battles of Washington, Nelson, Patton, ommel, and Others. Maverick Military Leaders discusses Wellesley's first (and significant) battle against Maratha forces at the Battle of Assaye. In Harvey's formulation, the future Duke of Wellington can be understood to exhibit most, if not all, of the sixteen traits found in successful battlefield commanders; and indeed, Wellington would go on to defeat Napoleon and end the putative emperor's reign at the decisive Battle of Waterloo in 1815. The victory at Waterloo would secure Britain's position as a great power vis a vis continental politics and affairs for the next century-and-a-half. It can be fairly said that the qualities of leadership that Wellesley displayed at Assaye were a precursor in his eventually becoming one of…
Cavendish, Richard. (2003) History Today. www.historytoday.com/richard-cavendish/battle-assaye
Harvey, R. (2008). Maverick Military Leaders, the Extraordinary Battles of Washington, Nelson, Patton, Rommel, and Others. Skyhorse Pub Co Inc.
Given the extensive demands put upon the military, which is currently fighting two wars on two different fronts, prioritization of resources, even regarding recreational services, is essential.
The men and women served must believe that the organization has a strong sense of integrity, and truly believes that it has their best interests at heart: this is true of the military in terms of how it secures the safety of personnel, but also on a much smaller level in terms of the comforts enjoyed by them on base. When people trust their leaders, they are more apt to accept changes (Maxwell 2000, p.67). Being flexible to the ever-shifting social needs of the armed services is demanded in a world characterized by change. AAFES has begun offering discounts on laptops, for example, and other electronic services that are needed when members of the military take classes or use computers to stay in…
AAFES. (2010). Army and Air Force Exchange Service. Retrieved July 14, 2010 at http://www.aafes.com/default_s.aspx
Maxwell, John C. (2000). Developing the leader within you. Nelson.
Patton, no doubt had loyal subordinates that worked as a team to carry out his orders making them successful. This is another thing that made him such a great leader. He had the favor of his superiors and the respect and loyalty of his subordinates. Some may view his manner of speech as unorthodox, but overall it worked for him. He was aggressive and tenacious and did not give up. He may have been born with these qualities, but his military schooling and extracurricular activities probably helped to fully develop them.
As successful as Patton was, he was not immune to making poor decisions and terrible mistakes. Because Patton had a tough interior and exterior, he expected this of his subordinates. He was known to slap men whom he felt were showing signs of weakness. He did this to a few subordinates during visits to hospitals around the time of…
Ethier, E. (2001). Patton races to Messina. American History, 36(1), 38.
Harvey, R. (2008). Maverick military leaders: the extraordinary battles of Washington, Nelson, Patton, Rommel, and others. New York: Skyhorse Publishing.
Niderost, E. (2006). A fool's errand. World War II, 21(4), 30-80.
Shane, T. (1943). These are the generals -- Patton. Saturday Evening Post, 215(32), 19-82.
e. leadership (Pruyne, 2001, p. 6), but also that "determining how to abstract a set of leadership concepts that apply across contexts without sacrificing an understanding of how the conditions and qualities involved in leadership vary among those same contexts" remained elusive (Pruyne, 2001, p. 7). Experts provided extended series of examples, mostly from the 20th century, demonstrating how leadership characteristics change over time and vary with context. Therefore future, 21st-century leaders should learn from the confused, sometimes contradictory and still evolving historical development of the concept "leadership," in order to distill the useful concepts from mistakes and temporary analytical fads. What seems to persist from the development of leadership theory over the last three centuries, is that leaders can be made rather than born regardless of inherited socio-economic status, and that while certain traits may be more prominent or apparent in those who find themselves in positions of leadership…
House, R., Javidan, M., Hanges, P. And Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business 37, 3-10. Retrieved from http://t-bird.edu/wwwfiles/sites/globe/pdf/jwb_globe_intro.pdf
Kirkpatrick, K.A. And Locke, E.A. (1991). Leadership: do traits matter? Academy of Management Executive 5(2), 48-60. Retrieved from http://sbuweb.tcu.edu/jmathis/org_mgmt_materials/leadership%20-%20do%20traits%20matgter.pdf
Pruyne, E. (2002). Conversations on leadership. Harvard Leadership Roundtable 2000-2001, 1-
78 Center for Public Leadership, John F. Kennedy School of Government. Retrieved from http://www.morehouse.edu/centers/leadershipcenter/pdf/ConversationsOnLeadership.pdf
Leadership style of the CEO of Google Inc. using situational leadershi
Larry Page and Sergey Brin met at the Stanford University in 1995 and by 1996, they built first search initially called Backub, which used links to establish the importance of the individual web pages. They continued working on the search engine, and in 1998, they founded the now worldwide-established Google Inc. Company (Larson, 2010). The company packs a lot considering the young age of the company as it now serves billions of users and customers around the globe. The mission of Google Inc. is to organize the information of the entire world and make it useful and accessible universally. The headquarters of the company is in 1600 Amphitheatre Parkway, Mountain View CA 94043. The company boasts and enjoys a vast number of employees across the globe, with an established management team representing a team of the most experienced professionals…
Godin, S. (2009). Situational leadership by Kenneth Blanchard and Paul Hersey. Retrieved from http://www.sayeconomy.com/situational-leadership-by-kenneth-blanchard-and-paul-hersey / on May 15, 2011.
Nicholas Carlson, Google CEO Eric Schmidt: "We Don't Really Have A Five-Year Plan" (CLIP)|
May 20, 2009, 2:59 PM Read more: http://www.businessinsider.com/google-ceo-eric-schmidt-we-dont-really-have-a-five-year-plan-clip-2009-5#ixzz2TwicO74K
Larson, C. (2010). Interview: Googlopolis. Foreign Policy, (181), 152-152. Retrieved from http://search.proquest.com/docview/748713622?accountid=35812
un Tzu informs that we cannot punish people until they feel loyalty to us: namely, until they consider themselves members of our group.
10. Keep them guessing
This quality may be pertinent only to leaders of a business / corporation. Her un Tzu advises keeping one's strategies and plans concealed from one's competitor so that one retains competitive advantage.
The Art of War, maintains un Tzu, is "a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected." (pt. 2)
The same goes for the Art of Leadership. It is also "a subject of inquiry which can on no account be neglected" and its qualities need to be known and inculcated in order to have maximum success in the field.
'Leader' as term may be inchoate, but as many entrepreneurs have…
Bateman, T.S., & Snell, S. (2009). Management: Leading and Collaborating in a Competitive World, Eighth Edition. New York, NY: McGraw-Hill Companies, Inc.
Kotter JP. 1996. Leading Change. Boston, MA: Harv. Bus. School
Schein, E. (1985). Organizational culture and leadership. CA: Jossey-Bass.
Sun Tzu, (2001). The Art of War Wylie, TX: Pickard & Son, Publishers.
He projects a persona of trustworthiness, likability and brilliance that even his harshest critics admire. But a multiplicity of goals does not always make for a sense of coherent mission, and this sense of mission is required to sustain as well as initiate major changes. One of Obama's most-admired historical figures was Abraham Lincoln and: "Lincoln united his followers with a 'corporate mission' of preserving the Union and abolishing slavery, and this objective became more firm and resolute with the onslaught of the Civil War" (Lewis 2009). Of course, Lincoln had the advantage of having a single crisis to deal with -- Obama has many, spanning from healthcare, to the environment, to the financial crisis, to two wars. Creating a coherent philosophy to unite his ambitious, compassionate social objectives and the need for strong action on terror is no easy feat.
As a leader, Obama's greatest strength is his ability…
Finn, Christine & Sarah Baxter. (2008, November 23). Long-range love of Obama's absent mother. The Times. Retrieved July 11, 2010 at http://www.timesonline.co.uk/tol/news/world/us_and_americas/article5213328.ece
Lebovitch, Marge. (2010, February 29). Missing element in Obama's ties with GOP leaders.
Retrieved July 11, 2010 at http://www.nytimes.com/2010/02/25/us/politics/25chemistry.html?scp=1&sq=Obama%20personality&st=cse
Lander, Mark. (2010, June 24). Short, tense deliberation, then a general is gone.
He goes on to insist that "professional military education alone is not sufficient" to develop a real NCO leader. The ability to make decisions in a split second, the ability to make the best use of technologies, and the ability to train others, to be able to evaluate the men around you -- these are the components of leadership that Maxwell emphasizes. I like the fact that Maxwell emphasizes versatility, creativity and good coordination skills for the NCO, because today's Army is isn't just about giving orders and expecting everything and every soldier to follow without question. It's about leadership, and yes a civilian education is important, and military training is pivotal to success; but, Maxwell concludes, the NCO must also be able to "apply new, innovative techniques to lead and influence soldiers." That includes encouraging those in the NCO's unit to use the Internet, to engage in distance education,…
Crozier, David. (2009). Leadership / Ethics / The Larger Moral Issues. Fort Bliss, Texas
Reading M. 1 Leadership
Leadership Assessment and Development. Reading A: FM 6-22.
Maxwell, Frederick J. (2009). Preparing the NCO Corps for the 21st century. American Civil-Military Relations Reading C161RE.
Also, virtue ethics must ensure that the leader acts in the best interest of those who he represents, works with, and works for. However, this does not suffice in order to implement an effective leadership style.
In addition to this, the leader must be surrounded by individuals with similar ethical behavior. This would help the leader to achieve ethical responsibilities. Also, it would make it easier to observe any unethical conduct from the leader.
As mentioned above, there are also different levels of ethics, like mandatory and aspirational ethics. The lowest level of ethics, but not the least important, is represented by mandatory ethics. This type of ethics refers to compliance with the law. In this case, things are clear. All individuals, especially leaders, must respect the law.
Aspirational ethics refer to the effects and influence that leaders' actions have on others. The first people leaders influence are represented by…
1. Finkelstein, S. (1992). Power in Top Management Teams: Dimensions, Measurement and Validation. Academy of Management Journal. No. 8. Retrieved May 13, 2009.
2. Snell, S.A., Dean, J.W. (1992). Integrated Manufacturing Resources Management, A Human Capital Perspective. Academy of Management Journal. Vol. 35, No. 2. Retrieved May 13, 2009.
3. Kings, Queens, and Dictators (2000). Forbes.com, Inc. Retrieved May 16, 2009 from http://www.forbes.com/forbes/2000/0703/6515256a.html?partner=whiteglove_google .
4. Saddam Hussein (2005). Global Security Organization. Retrieved May 16, 2009 from http://www.globalsecurity.org/military/world/iraq/saddam.htm .
After the departure of LTC wood the lieutenant colonel that was in command a battalion in the 56th Heavy Brigade Combat Team (HBCT), there was a change of command. There was a new brigade leadership team that assumed responsibility for the period of pre-deployment and train-up. The paper will look at an analysis of the leadership problem that the new brigade leadership had. There will be a proposal on the solving of the leadership problem and finally an analysis of the expected outcome from the solutions that have been proposed.
There was an indication that the leadership performed well within Afghanistan given the circumstances. However there were various leadership challenges that were presented which required attention. First of all there were incompatible communication systems that crippled command and communication throughout the brigade. Due to the varied battlefield, electronic and environmental conditions leaders were often required to carry…
Cherry, K.(2013).What is problem solving? Retrieved July 20, 2013 from http://psychology.about.com/od/problemsolving/f/problem-solving-steps.htm
Sieck, W.(2013). Critical Thinking Skills: What are They and How Do I Get Them? Retrieved July 20, 2013 from http://www.globalcognition.org/head-smart/critical-thinking-skills/
SkillsYouNeed.com.(2013). Problem Solving. Retrieved July 22, 2013 from http://www.skillsyouneed.com/ips/problem-solving.html
University of Kent Careers and Employability Service. (2010). Problem Solving and Analytical Skills. Retrieved July 20, 2013 from http://www.kent.ac.uk/careers/sk/problem-solving-skills.htm
Leadership Self-Assessment Analysis
In the wake of the corporal scandals of Enron and the Arthur Anderson Company, there have been increased calls for strong ethical leadership. Leadership had always been regarded as a key factor in ensuring the effectiveness of any organization. However, new models are also being developed to challenge the limitations of the prevailing classical theories of leadership.
This paper argues for a tempered approach, one that combines effective leadership with good management. Both factors are important, since over-managed and under-led organizations tend to lose sight of their goals. By the same token, while charismatic leaders can lead their organizations to high levels of success, the lack of management skills means that such victories do not last in the long run.
The growing awareness of corporate and white-collar crime has likewise presented new challenges to the classical leadership model. Organization leaders should now be wary of lawsuits the…
Bolman, Lee G. And Deal, Terrence E. 1997. Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, 2nd ed.
Northouse, Peter G. 1997. Leadership: Theory and Practice. Thousand Oaks: Sage Publishing.
Conversely, those who are psychologically insecure, mistrustful of others without cause, and who regularly project negative expectations onto social interactions tend to make other uncomfortable and to provoke negative responses from others (Maxwell, 2007; Fitch, 2010).
This point can be illustrated by the following example. A male Soldier (PVT John Doe) arrives to his first unit after graduation from basic training. He hasn't taken any initiative within his team, does only what he is told, and fails to show any leadership qualities. A female Soldiers reports to the same unit during the same time and is promoted ahead of her peers because she take the initiative and gets the mission accomplished.
Those who lead with anger does more damage than the good they were hoping for. It tears down the fabric, the pride that unite an organization are costumed to having. The command climate of an organization is a true…
They forget about their daily problems and feel transformed. By the time the war is over, the myth of a noble cause worth dying for will seem to have dissolved, but in the beginning dissent amounts to political suicide.
Barbara J. Lee, instead of going along with the crowd and mouthing the popular view, chose to demand that we question and examine our society and ourselves. She apparently recognizes that when we stop doing that, our moral fabric is eroded and replaced by a warped version of reality. Ms. Lee refused to accept the warped version. She was willing to be the only representative to speak out against making a "preemptive strike," that is, invading a small country that did nothing to us. Thus, she risked being labeled "unpatriotic" which could lose her an election.
Artists, musicians, and poets are usually the socially conscious dissenters in society, but during wartime,…
Leadership for Organizations
The success of organizations and individuals' careers are influenced by the role of leaders. Nowadays firms seek leadership skills in individuals for all sorts of careers while recruiting. Chief Executive Officers (CEOs) believe that it has become critically important to nurture leadership approach at all levels of the organization (Lussier, Achua, 2009, p. 4).
The topic of leadership has been gaining tremendous attention of academic world and media (ass, Riggio, 2006, p. 17). Many experts have written about leadership and the challenges related to it as the subject is highly valued and at the same time a complex phenomenon (Northouse, 2009, p. 1).
In today's world individuals need to develop skills and capabilities required in professional world through personal development. They need to assess their strengths, weaknesses, leadership competencies and goals in order to achieve leadership capabilities (Rothstein 2010).
Leaders need to possess a wide range…
Adams, J.D. (Ed.). (1986). Transforming leadership: From vision to results. Alexandria, VA: Miles River Press.
Allen, K.E. (1995). Making sense out of chaos: Leading and living in dynamic systems. Campus Activities Programming, 52-59.
Argyris, C. (1970). Intervention theory and method: A behavioral science view. Reading, MA: Addison-Wesley.
Armstrong, S., & Armstrong, S. (1996). The conductor as transformational leader. Music Educators Journal, 82(May), 22-25.
Leadership Practices Inventory (LPI)
The Leadership Practices Inventory relies on Kouzes and Posner's work and on what they called The Five Practices, that is challenging the process, inspiring a shared vision, enabling others to act modeling the way and encouraging the heart. Following these five practices, they developed the LPI, an instrument that would help determine leadership practices and capabilities for a person.
The LPI starts with a Five Practices Data Summary, however, I prefer to evaluate and thoroughly discuss each of the practices in part and the scores I have obtained here, compared with the average of all LPI observers rating and use an analytic summary for each case in part. I will leave the leadership behaviors ranking for the very end.
Model the way
In this practice, you have obtained three 10s, one 9, one 8 and one 7 (on a scale ranging from 1 to 10, with…
Course No -- Leadership
It had often been said earlier that leadership is an inherent quality in certain individuals, but there are also leaders who are made through management institutions, by organizations, through institutions like the armed forces and even through political relationships, etc. There are certain qualities that a leader must have or develop to be a leader and remain a leader and those are the subject matter of discussion now.
The situation in the world is changing and it has come to a position in the beginning of the twenty-first century, that certain characteristics are seen as requirements for being able to influence future changes. Some of them are the ability to bring together individuals as much as possible for them to take a collective action, demonstrate collaborative decision and inclusive decision making for the entire group, maintain a flexible and responsive reaction in reference to all…
"Devolution in Practice: An Update" Retrieved from http://www.wkkf.org/Pubs/Devolution/Pub3623.pdf Accessed 10 September, 2005
"Leadership" Retrieved from http://www.productivesolutions.com.au/leadership.htm Accessed 10 September, 2005
Leboeuf, Maureen K. "Developing a Leadership Philosophy" Retrieved from http://www.au.af.mil/au/awc/awcgate/milreview/leboeuf.htm
Accessed 10 September, 2005
Leadership in Organizations
Leadership refers to the process of influencing other people towards attainment of organizational or group goals. Leadership entails three key factors: first, leadership is a process of social influence. It is non-existent without followers and a leader. Second, leadership requires that the followers act voluntarily. The nature of compliance is voluntary thus differentiating leadership from other forms of influence based on formal authority. Finally, leadership elicits behavior in followers that are goal directed in an organized setting (Griffiin, 2010).
Most organizational sciences focus on the topic of leader-behavior approach. There is enough documentation showing that thousands of leader-behavior approach studies have undergone publication. However, the precise nature and correlation of leadership with key criterion variables such as commitment, subordinate satisfaction, and performance remains uncertain (Green & obinson, 2010). This paper focuses on leader-behavior research approach for studying leadership. It also incorporates the strengths and weaknesses…
Green. G., P. & Robinson, J.W. (2010). Introduction to Community Development: Theory,
Practice, and Service-Learning. Michigan: SAGE
Griffiin, R. (2010). Management. New York: Cengage Learning
At the core of leadership is the interaction between the leader and the follower. Much of leadership theory can be understood in terms of how leaders and followers interact and what the underlying assumptions are with respect to the roles and nature of leadership. Because of the many different types of leaders, and successful examples thereof, leadership scholarship has developed multiple branches that seek to explain leadership, but no one branch has yet proved definitive. Instead of understanding leadership through a single paradigm, and it better to understand it in terms of multiple paradigms, and different leadership theories can be applied to the same situation, and any given leader might apply multiple leadership styles at the same time.
Part of the appeal of leadership scholarship is that it encompasses so many unique academic disciplines. Leadership scholarship began life as in business schools but has been studied in the psychological…
Avolio, B., Walumbwa, F. & Weber, T. (2009). Leadership: Current theories, research and future directions. Annual Review of Psychology. Vol. 60 (2009) 421-449.
Boyatzis, R., Smith, M., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education. Vol. 5 (1) 8-24.
Falk, S. & Rogers, S. (2011). Junior military officer retention: Challenges & opportunities. Harvard University. In possession of the author.
Kocolowski, M. (2010). Shared leadership: Is it time for a change? Emerging Leadership Journeys. Vol. 3 (1) 22-32.
In my opinion, leaders should be an example for their team regarding work. They should promote increased enthusiasm towards work, in order for their example to be followed by other members of their group.
However, when assessing an individual's leadership potential it is necessary to take into consideration its emotional intelligence level. People's emotional intelligence refers to their ability of understanding motions and feelings and their attitudes and reactions in different situations (Chapman, 2009). The emotional intelligence level reveals how we read people, how we tend to use our emotions, how we understand and manage these emotions, and impressions.
The results of my EIQ 16 test have revealed interesting aspects about myself that I was not really aware of. For example, on the reading people aspect I rated level 3, which means that I am competent in this field. This means that I am normally aware of my feelings and…
1. Bolden, R. et al. (2003). A Review of Leadership Theory and Competency Frameworks. Center for Leadership Studies. Retrieved February 2, 2011.
2. Guardian Portrait of the Supervisor (2010). Keirsey. Retrieved February 3, 2011 from http://www.keirsey.com/4temps/supervisor.asp .
3. Chapman, a. (2009). Emotional Intelligence. Retrieved February 3, 2011 from http://www.businessballs.com/eq.htm .
This is another circumstance, however, that is likely to limit the use of this text in management courses, which is truly a disservice to American industry and consumers. It is ironic that in living up to the principles of clarity and directness that it espouses, this tome will probably be read most by simple admirers of Powell and self-help fanatics, rather than put to extensive practical use in the real world.
Where the book might be lacking in a sense of academic rigor and obfuscation, it is hugely successful in its primary attempt to bring a sense of accountability and nobility back to leadership in this country. The United States has been somewhat short on inspirational and honest leaders in the past decade, and though this book is now seven years old it remains a testament to the type of mentality that apparently still exists even when it has faded…
These leaders are aware of their emotions and the effects they have on others. Understanding one's emotions is the starting point for an effective self-management and management of others. In addition to this, an effective leader should be aware of its limitations, its strengths, and its capabilities. These competencies are in strong correlation with social competencies, which help leaders understand the behavior of their subordinates, their clients, and to better perceive relationships within the organization.
In order to effectively manage its employees, the leader must first be able to understand them. This is where EI intervenes. An effective leader should not only use its EI competence for managing people, but also for promoting EI among them and encouraging them to develop their Emotional Intelligence skills. Employees with developed EI skills develop better relationships with their colleagues, their bosses, or their subordinates, are more pleased with their jobs and the overall…
Mayer, J.D. (1999). Emotional Intelligence Information. Retrieved October 16, 2007 at http://www.unh.edu/emotional_intelligence/ei%20What%20is%20EI/ei%20definition.htm .
Emotional Intelligence (1998). Retrieved October 16, 2007 at http://www.funderstanding.com/eq.cfm .
Rock, Michael (2006). The 90% Factor EQ (Emotional Intelligence) and the New Workplace. CanadaOne online. Retrieved October 17, 2007 at http://www.canadaone.com/magazine/eq050198.html .
Childs, Roy (2004). Emotional Intelligence and Leadership. Team Technology. Retrieved October 17, 2004 at http://www.teamtechnology.co.uk/emotional-intelligence.html .
Leadership Style Book Review: Summary of Book
"Blessed are the flexible, for they shall not be broken," reads the quotation on the title page of 17 Essential Qualities of a Team Leader: Becoming the Kind of Person Every Team ants, by management guru John C. Maxwell. The word 'leadership' on its own often brings to mind rather stultifying and outdated modalities of leading by command, much like a general, or cliches about being true to one's values. Besides, few readers will be put in charge of a military unit, or hold the title of CEO -- but virtually every individual who participates in the business world will one day either lead or be part of a team designated to work on a particular product or target area of interest for the company.
To suit the needs of today's marketplace and corporate structure, thus John C. Maxwell offers a different concept…
Maxwell, John. (2002) 17 Essential Qualities of a Team Leader: Becoming the Kind of Person Every Team Wants. Atlanta, Georgia: Maxwell Motivation, Inc.
" (Harmon 2006)
Both Peter and Tom seem to be committed to the nine key areas of leadership discussed in 'Challenge and Charge'.
Those nine traits include such characteristics as; being ethical, displaying courage and honesty, having a vision, teaching others those characteristics and values to which the leader holds true, have high expectations of those which are put into leadership capacities, and understanding those people with which the leader comes in contact with.
Further traits include; being competent and knowledgeable, and perhaps, most importantly, learning to delegate, support and encourage those that the leader puts in charge.
These traits can enhance the abilities of a leader, especially when not only are such traits being espoused, but they are being adhered to as well. The leader can set the example of what is expected by constantly and consistently reminding all those he or she comes in contact with the standards…
Blanchard, Ken, (2006) Leader to Leader Institute, http://www.leadertoleader.org/knowledgecenter/thoughtleaders/blanchard/ondrucker.html , Accessed January 9, 2007
Harmon, Frederick, (2006) Leader to Leader Institute, http://www.leadertoleader.org/knowledgecenter/thoughtleaders/harmon/ondrucker.html , Accessed January 9, 2007
Tom Peters Company, http://www.tompeters.com/blogs/main/leadership.xml , Accessed January 9, 2007
As a political leader, we can refer to Napoleon Bonaparte and his actions as First Consul and Emperor of the French. The shared goal with his followers was to promote the French Revolution ideals in Europe through continental domination and, at the same time, to bring glory to the country and its army. Napoleon's soldiers, the 'followers', believed in the ideals of French supremacy and glory in Europe and fought for 20 years to achieve it, from Spain to Russia.
As a community leader, Martin Luther King is an example of how the interests of a community (in this case of a minority) could be promoted and defended through direct action. Again, the social component is very important in characterizing this leadership example, as well as the common objectives that the followers and leader strived to achieve.
As a religious leader, Mohammed is the best example of the social interaction…
Attendance will be required for all group members to optimize the effect of the sessions. Group members will be allowed to leave the group as long as the intention to leave is provided in writing. No reasons will be required.
Because of the nature of the group, a mutual confidentiality agreement will be signed by all group members, including leaders, at the first meeting of the group. There will generally not be homework, apart from the requirement to apply what has been learned to the work and home environment. Group members may report on results if they feel they want to.
There is no need for a formalized institution to determine the ground rules and structure of the meetings. This will be a collaborative process between me and the group members.
IX. Group essions
Group dynamics generally consist of four stages: forming, storming, norming, and performing (Group Dynamics, Unit 10).…
Adams, B.D. And Webb, R.D.G. Trust in Small Military Teams. Retrieved from http://www.dodccrp.org/events/7th_ICCRTS/Tracks/pdf/006.PDF
Armstrong, R. (2005) Requirements of a Self-Managed Team Leader. Leader Values. Retrieved from http://www.leader-values.com/Content/detail.asp?ContentDetailID=1004
Borchers, T. (1999). Small Group Communication. Retrieved from http://www.abacon.com/commstudies/groups/leader.html
Castano, E. Leidner B, and Slawuta, P. (2008, Jun). Social identification processes, group dynamics and the behaviour of combatants. International Review of the Red Cross, Vol 90, No. 870. Retrieved from http://www.icrc.org/Web/eng/siteeng0.nsf/htmlall/review-870-p259/$File/irrc-870_Castano.pdf
Thankfully, in my role I have become experienced in dealing with multiple stakeholders. I utilized my transformational leadership skills to have all stakeholders buy into my vision of the project, allowing me to shape the project in a manner that would allow me to deliver satisfactory results to all of the stakeholders.
I knew that I was going to demand a lot from all of the different stakeholders, and therefore I needed to lead by example. I took this as the core of my vision for my leadership. I was a situational leader, moving between transformational and transactional as the situation required. I was tough when necessary, in particular with respect to ethics, but I was also able to make contributions that improved the positivity surrounding the project. I worked with the union representative to build a set of disciplinary actions based on my code of ethics, which…
Leadership Styles Among Male and Female Principal
It is the intention of this research to study the leadership and cognitive styles of teachers and instructors of both genders within the educational system and their preference for types of leadership in a principal of that institution.
The research will include teachers and educators from all levels of the educational system from grade school to high school. The study will also include teachers and instructors from all major academic fields of study offered in public and private schools. The studies conducted thus far in the educational arena indicate that teachers are equally inclined towards different cognitive styles.
Teachers prefer a mix of idealist, analytical and realistic cognitive styles of leadership in their Principals. Studies have also indicated that teachers prefer that principals are people oriented and task oriented in their approach to running the school or institution. In addition, teachers also prefer…
Berens, Linda V., and Dario Nardi. Personality Types, Descriptions for Self-Discovery. New York: Telos Publications, 1999.pp.
Blake, R.R., H. Shepherd, and Jane Srygley Mouton. Managing Intergroup Conflict in Industry. Houston, Tx: Gulf Publishing Company, 1964.pp.
Blau, Francine D., Marianne A. Ferber, and Anne E. Winkler. The Economics of Women, Men, and Work. Prentice-Hall Series in Economics. 4th ed. Upper Saddle River, N.J.: Prentice Hall, 2002.pp. xviii, 446
Bossert, S.T., et al. "The Instructional Management Role of the Principal." Educational Administration Quarterly 18.3 (1982): 34-64.
3. Group participants can in many situations be empowered to contribute to decision-making, however this should be contingent on the situation. In situations such as those I encounter as a Squad Leader, the overall strategy is not always immediately evident. In this situation, the followers should be expected to maintain a high level of dedication to task regardless of whether or not they understand the full ramifications of their actions. In civilian life, where perhaps the stakes are lower, a company can succeed by empowering employees because the ability to make a contribution can increase their dedication to the task and to overall objectives. This is more reasonable because the objectives are often transparent throughout the organization. In addition, the organizational culture is one of employment at will, where there is no implicit dedication to the organization. Engagement from the employees is dependent on their feeling of empowerment. When the…
He explained that it was not popularity and looking good to others that should constitute success. It was what one struggled over and kept him thinking all night. He specifically spoke about President Truman's difficult decision to use nuclear weapons and his own military decision to risk lives (Roberts). According to him, the first rule about leadership is to take charge when in command (Saint 2001). The second rule is to always do what is right. He said that the challenge of leadership is to inspire others or followers to perform what they normally would not do. He described great leaders are "ordinary people in extraordinary times." According to him, great leaders are in history books because they responded adequately to the demand of extra ordinary times. He also said that leaders must take the time to train future leaders coming up through the ranks (Saint).
Schwarzkopf's adept leadership in…
Blumenson, M. (2004). Patton legend. 6 pages. Army: Association of the United States Army
Campbell, a (2007). Biography of General George S. Patton, Jr. 5 pages. Cape May County Herald. Retrieved on May 26, 2008 at http://www.generalpatton.com/biography.htm;
Carter, J.C. And Finer, M.S. (2004). A survey of leadership. 8 pages. Infantry Magazine: U.S. Army Infantry School
Fisher, K. And M. (2000). H. Normal Schwarzkopf. 4 pages. CarpeNoctem. Retrieved on May 27, 2008 at http://www.carpenoctem.tv.military/schwarzhopf.htm
This is the importance of the DO in Be-Know-DO-Learn.
And finally, the Army adds "learn" to the strategy. It seems pretty obvious what this part of the strategy means, but on the other hand there is an important ingredient here that may not be obvious. A leader doesn't just go to a prestigious officer's training school like est Point, learn a lot and come out ready to stay an effective leader. He needs to be willing to and have the capacity to "learn continuously." He must have a strong desire to be updated, to see himself as an educated educator; he must ask questions and not just disseminate information.
Ask questions and seek new knowledge. That's what General Savage did very well, and it rubbed off on his men, just the way he planned it. But even the best laid plans of Generals and Colonels can go awry, if there…
Be-Know-Do-Learn. (2006). U.S. Army Corps of Engineers. Original Publication written by Francis Hesselbein & Eric Shinseki. Retrieved May 14, 2008, at http://hq.usace.army.mil/cepa/learning/2.htm.
Twelve O'Clock High. (1949) Twentieth Century Fox. Director, Henry King.
Vincent, E. (2003). Nelson and mission command: Edgar Vincent analyses the Spectacularly successful, and surprisingly modern, leadership strategy of Horatio
Nelson. History Today, 53(6), 18-20.
The definition for "subversives" is a bit vague, but Fagen explains that in Argentina and elsewhere in Latin American dictatorships the victims of violent repression tended to be union leaders, liberal political leaders, artistic people in cultural circles, student protest leaders and media personalities (p. 41). The whole point of these horrendous repressive policies was to inspire fear, confusion and "distrust" among the general population. For those who believe the United States' military always stands on the side of democratic movements it may come as something of a shock that the U.S. funded and trained many military outfits during the time of dictators in Latin America.
"An entire generation of Latin American military officers and police were armed, trained, and 'professionalized'" by American police and military leaders (Fagen, 1992, p. 43). Fagen says the repression in Argentina was, in part, designed to "Purge ideological infection"; Argentine present General Jorge Rafael…
Fagen, Patricia Weiss. "Repression and State Security." Fear at the Edge: State Terror and Resistance in Latin America. Berkeley: University of California Press, 1992.
Hunter, Wendy. "Continuity or Change? Civil-Military Relations in Democratic Argentina,
Chile, and Peru." Political Science Quarterly 112.3 (1997): 453-475.
Remmer, Karen L. Military Rule in Latin America. University of Texas: Unwin Hyman, 1989.
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