Leadership_and_Environment

Abstract In the last ten decades, leadership has been a largely discussed subject in universities, business and military organizations. The arising of modern times and their radical changes in social, economic and political fields have transformed a traditional picture of boss in a skilled leader able to conduct his organization to the success in a challenged world, as a prophet would do. The emphasis ever was upon the leader, his principles, values and abilities. Recently however, has raised the contingencial idea about leadership. Now, the leader is not the only factor to be considerate, the environment plays an important role that affects any kind of leadership style. Therefore, all accumulated knowledge since the first studies about leadership have started should be discarded' No exactly, it actually means that an important set of knowledge with a new conception was joined to it. Leadership and Environment Looking around the leader In the last century, global relationships have become very complex and dynamic, going over countries borders and being independent of language differences. In this chaotic scenery, the figure of leader, someone that has the power to guide others to success, has increased in importance. Many theories and techniques have been developed to help headers perform their jobs better, to be more effective in their goals and respected by their subordinates. However, the same environment has its influences on leaders’ followers changing their lives, and, consequently, their personal goals. In the modern asymmetric war, the environment is not static, it changes daily and professional soldiers are not spared by its consequences. The environment and its strong influences on leaders is an important aspect for leadership which has an effect on the duty performance, discipline, and unit cohesion. The Evolution of Leadership The art of leadership has been largely developed since the beginning of 20th century along with the arising of modern management techniques. Many authors have created different theories, each one concerning to a specific kind of leadership style, evolving from Behavioral Theory, based on roles adopted by people, sustain that leadership skills can be learned (Merton, 1957) until Transformational Theory, which defends the idea the leaders can motivate others by using their charisma and moral influence (Bass, 1985), in a continuous process that is still happening. More recently, the importance of the environment where leaders and followers are involved with has risen, especially because the dynamic interactions among organizations, governments and individuals. With this in mind, the United States Department of the Army recognized and strongly recommend for NCOs and lieutenants in charge of small units, the use of initiative and proactive actions for solving local conflicts and diplomatic instances in Iraq and Afghanistan conflicted areas (Army, Department of the, 2006, p.p. 107-109). Despite that environment importance is accepted today, it does not mean that leaders do not make difference in this context, actually they really do matter for achieving results in this global complex scenario (Jones, 2005, p. 1). Among many leadership theories, three of them can well represent the previous idea about leadership without considering the environment and the modern conception that only inspiring leaders can overcame adverse situations: the Transactional Leadership Style, the Situational Approach, and the Transformational Leadership Style. The transactional leadership style. This theory is based on the fact that people are motivated by reward and punishment, and assumed that this idea works properly; however, it could be its main limitation, because this theory does not consider complex emotional factors and social values, elements that are related to environment influences. This branch of thinking was defended by behaviorists like Skinner and Pavlov. The situational approach. Theory developed by Hersey and Blanchard, based on Reddin’s work (as descripted for Northouse, 2009), declares clearly that leaders should be flexible with situation evolution: As the name of approach implies, situational leadership focuses on leadership in situations. The premise of the theory is that different situations demand different kinds of leadership. From this perpective, to be an effective leader requires that a person adapt his or her style to the demands of different situations. (p. 89) Although being flexible, leaders necessarily do not have to betrayal their values and principles. They still can continue being who they really are: honest, responsible, respectful or any other moral characteristic they have, because for changing their leadership style from a participative to an authoritarian one it is not required to become a criminal, for example. The necessity of being flexible when dealing with instable environments is indeed important that the US Department of the Army (2007) published a new two-chapters Army Regulation 600-100, where the first chapter is dedicated to explain and orient to small units leaders how to deal with variable situations. Transformational leadership style. The third theory here presented elects the leader as a lord of the environment, someone that can do motivated people for working into a same point, overcoming all difficulties and achieve good results for those involved. In spite of considering the environment one aspect that might be controlled, this theory does not exclude its relevance. As the environment always will be interacting with people and changing their personal reasons for doing something (Brazilian Army, 1991, p. 21), the military leaders must be aware of this changes and conduct their actions to keep soldiers willing to persue the same goals of their organization. In addition, this theory supports that only one person really inspirited, self-motivated and owner of a vision and passion can inspire other people to follow him or her. Some authors, as Carmazzi (2010) suggest that the surrounding environment, such as place of work or professional relationships, may be adapted for serving the purposes of entire group (p. 2). On the other hand, authors like Adair (2004) dedicated an entire chapter about motivation and how to make it works (p.p. 165-185). However, there are some discordance relating to how much can a leader do by him or herself, due to the believing that people cannot motived others, only themselves, as it is discussed by Filson (2010), when he compares the hate felt by terrorists or some peoples living in countries like Iraq and Afeghanistan, where American troops are operating nowadays. This author suggest that the best strategy is to change the environment for motivating these people, and stop trying to motivate them directly. Relationship between Leadership and Environment Survey In July 2010, one survey named “Environment Influences in Leadership” was applied on thirty International Military Students (IMS) at United States Sergeant Major Academy (USASMA), tried to analyze some aspects of environment influences on Non-Commissioned Officers’ (NCOs) leadership performances in different armies around the world. It comes to fill an empty space of official information about this issue. The group inquired was composed by seniors NCOs from different countries and represent experienced professionals with large comprehension about this subject in their armies. The survey results show that only 3% of inquiries recognized that the predominant leadership style in their armies is charismatic and participative, instead of hierarchic and authoritarian; 20% said that hierarchic and authoritarian is the predominant style for leaders; and the majority of 77% said that in their armies both styles are used in same level. It represents that sometimes each 3 leaders among 4 have to opt for opposite leadership styles, or dealing with both at some time in different proportions, what means a clear necessity of being flexible with environment variants. In addition, within these total of 80% that recognized the predominant leadership style in their armies as more charismatic and participative or considered this style in same level of hierarchic and authoritarian style, 63% also recognized the existence in their countries of an unfavorable economic, social or political situation that affects soldiers’ motivation for working. Similarly, also 63% of these same 80% inquired said that this unfavorable situation affects their leadership style in the army as well. As a result, it clearly shows the indubitably environment influences on soldiers will and consequently, it imposes for leaders’ making changes in their leadership style in an effort for adapting themselves to these contingencies. Finally, these 80% of predominant leaders at same time charismatic-participative and hierarchic-authoritarian, 63% asserted they have regular leadership courses in their armies and official handbooks about leadership in use. Besides that, 70% said that they have also activities for developing leaders’ skills often. It shows a relationship between an existence of leadership developing program and flexible leadership styles. Other factors, such as soldiers’ salary and conditions of work were not considered relevant for changing soldiers’ professional motivation. Leaders Can and Must Improve Themselves The necessary improvement of small unit commanders cannot wait for years of natural development of leadership skills, since it will take too much time and the learning process might not be as good as expected. One short way for achieving best results is teaching leaders in the main aspects of leadership and giving them practical examples how to deal with most common situations. Despite that does not provide them with all knowledge they need, it consist in a solid base for them carry on their responsibilities as small unit leaders. As long as leaders in general ever consider the environment and its influences on their followers, they are able to deal with adverse situations and predict worst case scenarios in the future, in a world that seems that will continue being complex, dynamic and challenger for person that stands heading other people. In this context, only a leader that inspires and motivates his unit can achieve success. References Adair, J. &. (2004). The John Adair Handbook of Management and Leadership. London: Thorogood Ltda. Army, Department of the. (2007). Army Leadership (AR 600-100). Whashington, DC, USA: Department of the Army. Army, Department of the. (2006). Army Leadership (FM 6-22). Washington: US Department of the Army. Bass, B. M. (1985). Leadership and Performance Beyond Expectation. New York: Free Press. Brazilian Army. (1991). Lideranca Militar (IP 20-10). Brasilia, DF, Brazil: Estado-Maior do Exercito. Carmazzi, A. F. (n.d.). Environmental Leadership. Retrieved July 10, 2010, from Directive Communication Website: http://www.directivecommunication.com/pdf_files/Environmental%20Leadership.pdf Filson, B. (n.d.). www.actionleadership.com. Retrieved July 10, 2010, from Action Leadership Website: http://www.actionleadership.com/media_room/press-kit/article-newleadership.pdf Jones, B. F. (2005). UCLA International Institute. Retrieved July 11, 2010, from UCLA International Institute: http://www.international.ucla.edu/media/files/Jones.pdf Merton, R. (1957). Social theory and social structure. New York: Free Press. Northouse, P. G. (2009). Leadership: Theory and Practice, Fifth Edition. Thousand Oaks: SAGE Publications.