Research Paper on "Analyzing Key Concepts of Leadeship in the Military"

Research Paper 8 pages (2792 words) Sources: 3 Style: APA

[EXCERPT] . . . .

1. Accountability: A military job means that one is trained to instinctively endeavor towards ideal results. The accountability level, which stems out of military experience, equips organizations with the capacity of preserving time as well as resources.

1. System- oriented: When there is no system, in a military setting, one has to develop it. The common aim is coming up with a fail- safe system. This is a lot like devising systems for streamlining business efficiencies.

1. Drive: When serving, there is an innate determination required for exceeding the previous day's results each day. This "we- can- do- it" attitude as well as dynamism makes all team members go all- out and press on to the maximum possible extent.

1. Higher Purpose: One of the key traits of military personnel is the desire to provide others with assistance and do things that make some difference to the communities they aid (Kleinberger, 2015).

Explain how the leadership supports the vision, mission and strategy in the organization.

Transformational leaders participate in a large number of key processes; however, clearly, vision is the one characteristic that is most frequently identified. Baker, Rose, and Rouche (1989) placed particular emphasis on this attribute. Though shared vision, evidently, is one critical aspect of efficient leadership, visionary leadership's outcomes have increasingly been questioned by critics. Gradually, the belief is spreading that visionary leaders merely offer a glimpse of the future, while being incompetent to propel the company towards that future outcome. Pielstick's (1996) meta- ethnographic analysis of literature on leadership presented transformational leaders' profile. The research identified 7 themes, namely: (1) creation of a common vision, (2) communication of that vision, (3) forging relationships, (4) fostering a supportive company culture, (5) driving implementation, (6) demonstrating character, and (7) attaining results.

Creation of a Shared Vision

Organizational vision refers to a descriptive view of its potential future. It may have sprung up originally in the mind of the organizational head or founder, but is usually a manifestation of a pool of ideas and concepts shared by this individual and several other members within the organization. Through a synthesis and elevation of these ideas such that they touch on employees' desires and requirements, the leader starts elevating the organizational vision to an ethical level (doing what is right) -- i.e., a vision aimed at the good of all (Pielstick, 1996).

The common, elevated vision constitutes transformational leadership's standard theme. Its higher purpose goes beyond individual wants and needs. It is lasting, elevating, and transforming. The leaders as well as subordinates elevate their purpose to a lasting one, thereby transforming one another. The common vision relates to, but differs from, the organizational mission, described in terms of the answer to the famous question by Peter Drucker regarding what business one is in. Meanwhile, vision can be considered as a more superordinate objective, an image of the organization's future (Pielstick, 1996). Additionally, when participants involve one another while setting and attaining a common vision, the process's dynamic nature might give rise to a shift in the vision with time and with change in circumstances. But the lasting nature of shared values and higher purpose offers a sound underpinning for evaluating the direction and requirement of an evolving vision in the organization (Roueche, Baker III, & Rose, 1989) (Pielstick, 1996).

Vision Communication

Initially, dialogue helps develop the vision. For carrying on towards the dream, its repeated articulation in different forms is vital. Communication of the vision denotes the key to inculcating shared purpose and meaning. The most pivotal element of communication in transformational leadership is listening. Transformational leaders pay close attention for wholly comprehending followers' opinions, concerns and requirements. This necessitates the posing of probing questions, receiving as well as providing feedback, and reflective thinking for improving understanding. Such leaders show that they have no issues with being influenced by someone of a lower rank, and applying their understanding for further shaping the vision, continuously increasing its shared nature, as well as supporting it (Roueche, Baker III, & Rose, 1989).

One of the major roles of transformational leaders is their capacity of explicitly articulating the organization's values, shared vision, and beliefs, on a continuous basis, using novel, enthusiastic methods. Competent leaders inspire their subordinates, offer them encouragement, and increase motivation, thereby mobilizing them to act (Pielstick, 1996).

Transformational leaders explain and demonstrate the vision, beliefs and values through the application of metaphors, traditions, stories, analogies, rituals, ceremonies, and celebrations. They communicate lofty expectations. They may even incorporate drama and emotional appeals for rousing, influencing and persuading their followers. It is truly stated that our world moves by the presence and actions of highly motivated individuals, who have very strong beliefs or want something badly (Gardner, 1990).

If you were the leader in the organization, what would you change and why?

The Pentagon's workforce bureaucracy is damaging the human resources devoted to its troops, bleeding out good individuals among civilians, but bleeding a much greater amount of talent, internally, via ineffective management (Thompson, 2013).

Establishing a more open performance appraisal system should be its foremost priority. The existing system at the organization is lacking in moral courage, which ends up eroding the integrity of those on both ends of the appraisal. An improved system would employ forced rankings over various categories. That is, only 10 to 20% of unit officers would be considered as top performers on the whole, while 10 to 20% would be graded as the weakest personnel overall (Thompson, 2013).

But, if ranking is done over several categories, several officers can possibly top the assessment in the areas of leadership, integrity, or technical proficiency. An independent appraisal from subordinates and equals would also need to be included in performance records, which would aid the organization in identifying who is the most effective leader as opposed to who is the greatest warrior in the company. That is, the military organization must permit its personnel to perform whichever role they are the best at (Thompson, 2013).

Works Cited

Bass, B. (1985). Leadership and Performance Beyond Expectations. Free Press.

Cintron, J. (n.d.). Leadership Styles in the Military. Retrieved from http://yourbusiness.azcentral.com/leadership-styles-military-25296.html

Department of Defense. (2006). Army Leadership: Competent, Confident, and Agile. Department of Defense.

Dereu, D., Nahrgang, J., Wellman, N., & Humphrey, S. (2011). Trait and Behavioral Theories of Leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 7-52.

Edmondson, A. (2003). Speaking up on the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 1419-1452.

Encyclopedia of Business. (2014). Leadership Styles and Bases of Power. Retrieved from http://www.referenceforbusiness.com/management/Int-Loc/Leadership-Styles-and-Bases-of-Power.html#ixzz2uonhZn3n

Gardner, J. (1990). On Leadership. New York: Free Press.

Gehring, D. (2007). Applying Traits Theory of Leadership to Project Management. Project Management Journal, 44-54.

Ingram, D. (n.d.). Transformational Leadership Vs. Transactional Leadership. Retrieved from Chron: http://smallbusiness.chron.com/transformational-leadership-vs.-transactional-leadership-definition-13834.html

Kleinberger, A. (2015, Jan). 6 Traits of Exceptional Military Leaders That Apply in the Business World. Retrieved from Entrepreneur: http://www.entrepreneur.com/article/242228

Kolditz, T. (2009, Feb). Why the Military Produces Great Leaders. Harvard Business Review.

Mind Tools. (2016). Transformational Leadership. Retrieved from Mind Tools: https://www.mindtools.com/pages/article/transformational-leadership.htm

Pielstick, C. (1996). The Design for a Leadership Academy for Community College Professionals Based on Transformational Leadership. Retrieved from http://franke.nau.edu/pielstick-d/Leadership/Beyond%20Vision.html

Roueche, J. E., Baker III, G. A., & Rose, R. R. (1989). Shared vision: Transformational leadership in American community colleges. Washington D.C.: The Community College Press.

Strategos Inc. (n.d.). Transactional Leadership. Retrieved from http://www.strategosinc.com/leadership_transactional.htm

Thompson, M. (2013, Jan). Why Can't the U.S. Military Grow Better Leaders? Retrieved from Time: http://nation.time.com/2013/01/21/why-cant-the-u-s-military-grow-better-leaders/

Tost, L., Gino, F., & Larric, R. (2013). When power makes others speechless: the negative impact of leader power on team performance. Academy of Management Journal, 1465-1486. READ MORE

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