Diffrent_Types_of_Military_Leaderships

Abstract Leadership styles differ in both approach and methods of thought. It is important for a leader to identify and implement the style that is best reflective of their personality. This paper attempts to outline and summarize some of the different leadership styles that exist. The importance of utilizing common leadership attributes along with a designated leadership style cannot be neglected, as a leader’s effectiveness is a direct reflection of how they choose to lead. Leadership Development and the Differing Leadership Styles Individual perspectives vary widely in terms of the diverse leadership styles that exist. In order for an individual to determine what type of leader they are, they must first identify and develop what leadership style will be most advantageous for use. Their leadership style will affect how they relate to soldiers, and it will be reflective of their personality. The different facets of the individual must be taken into consideration while realizing that leadership is not a natural trait, something inherited like the color of eyes or hair. Actually, leadership is a skill that can be studied, learned, and perfected by practice, according to The Noncom’s Guide (1962) Within the different types of leadership styles, there are common factors that encompass them all and should not be neglected. The most important of these is presence, which is conveyed through actions, words and the manner in which leaders carry themselves. Presence is critical because, a leader’s effectiveness is dramatically enhanced by understanding and developing it. Military bearing, physical fitness, confidence, and resilience are additional areas that can and should be incorporated into the various leadership styles. The main leadership styles that will be discussed in this paper are The Authoritative Style, The Affiliative Style, The Coercive Style, and The Democratic Style. The Authoritative Style Summary One of the main traits of authoritative leadership is that it always maximizes commitment to the organization’s goals. The authoritative leader defines standards that revolve around the common goal. It is ensured that the standards for success are clear to all, as well as the rewards. Flexibility is a great part of this style, by giving subordinates the freedom to innovate, experiment, and take calculated risks. The authoritative style works well in almost any situation, especially when an organization is adrift. This leader’s mode of operation is to mobilize people towards a common vision and is summed up in the phrase “Come with me.” The main underlying emotional intelligence competencies are self-confidence, empathy, and change catalyst. This style works best when changes require a new vision, or when a clear direction is needed. The overall impact on climate is most positive. The Affiliative Style Summary One of the main traits of affiliative leadership is that it always revolves around people, valuing individuals and their emotions more than tasks and goals. The affiliative leader builds strong emotional bonds which results in fierce loyalty from the team. The greatest benefit of this is communication, people sharing ideas, etc. Freedom in the execution of tasks gives workers the opportunity to complete their job in the way they feel is most effective. Masters at building a sense of belonging, affiliative leaders also offer ample positive feedback. This leader’s mode of operation is to create harmony and build emotional bonds. The phrase “People come first” sums up the affiliative style. The main underlying emotional intelligence competencies are self-empathy, building relationships, and strong communication. This style works best when rifts need healing within the team, or when people need to be motivated during stressful circumstances. The overall impact on climate is positive. The Coersive Style Summary One of the main traits of coersive leadership is that it always has a damaging effect on the rewards system. It erodes pride while diminishing clarity and commitment, undermining one of an effective leader’s prime tools, which is motivating people by showing them how their role fits into the big picture. Although inherently negative, this style does have validity and is especially effective during genuine emergencies like in the aftermath of natural disasters. It can also work with problem employees when all other avenues have failed. There are a few situations where this style is imperative, such as during a turnaround or hostile takeover. Keep in mind, if a leader solely relies on this style or continues to use it after the emergency passes, the long-term impact of this insensitivity to the morale & feelings of those he leads will be ruinous. This leader’s mode of operation demands immediate compliance. The phrase “Do what I tell you” sums up the coersive style in a phrase. The main underlying emotional intelligence competencies are a drive to achieve, initiative, and self-control. This style works best in a crisis, to kick-start a turnaround or with problem employees. The overall impact on climate is negative. The Democratic Style Summary One of the main traits of democratic leadership is that by using it, a leader builds trust, respect, and commitment. The democratic leader increases flexibility and responsibility within the team by letting workers have a say in decisions. By listening to employees concerns, the leader also learns what to do to keep morale high. Due to this style, team members have a say in setting goals and standards for evaluating success, which makes them realistic about what can and cannot be accomplished. This approach is ideal when a leader is uncertain about the best direction to take. This leader’s mode of operation forges concessions through participation, and is summed up by the phrase “What do you think'” The main underlying emotional intelligence competencies are collaboration, team leadership, and communication. The democratic style works best to build buy-in or consensus, or to get input from valuable employees and the overall impact on climate is positive. Ways to Identify Your Style of Leadership There are many ways to assess your current level of leadership that will be of assistance in modifying behaviors and goals to correlate with your future vision. One of these is the Multi-source Assessment and Feedback System (MSAF 360). This online tool gives you multiple feedback from your peers, subordinates, and supervisors. Surveys are utilitized which give you insight to how your leadership style is perceived. Another is FM 6-22, a manual covering army leadership, competence, confidence, and agility. Also useful is Individual Developmental Progress (IDP). This is an online self-assessment, which helps you identify and focus on your future goals. Once your leadership style is identified, it’s integral to your career development to enhance your knowledge base and continue your education by completing your degree or attending NCOES. Leadership development also includes spiritual and emotional needs, which are extremely important to build a strong, balanced, and well-rounded leader. A spiritual and emotional leader embodies the motto of “An NCO Corps grounded in heritage, Values and Traditions, that embodies the warrior’s ethos, values perpetual learning; and is capable of leading, training, and motivating soldiers.” (Jack L. Tilley) Conclusion An effective leader can excel or be hindered by the leadership style they choose to utilize. Although differing styles and schools of thought exist, the importance of incorporating common leadership traits and principles, along with military values cannot be neglected. Leadership development is achieved by continuing education and achieving balance in life. “In short, Army leaders in this century need to be pentathletes, multi-skilled leaders who can thrive in uncertain and complex operating environments. The army needs leaders who are decisive, innovative, adaptive, culturally astute, effective communicators and dedicated to life-long learning.” Dr. Francis J. Harvey, Secretary of the Army. References SMA R Tilley, Dr. Francis J. Harvey FM 6-22, Army Leadership, Competent, Confident, and Agile. Washington D.C. “Leadership that gets results” The Harvard Business Review March-April 2000