The capacity for an organisation to adapt to changing dynamics and effectively discharge duties to the society is dependent on the leadership within it. Such an understanding informs why effective military leadership is paramount for a resilient, dynamic, effective and ethical military. Many scholars are interested in designing parameters that can develop a framework for leadership suited for the military.
On reviewing multiple studies on military leadership, my perspective of crucial elements required for an effective leadership within the military despite many challenges there is wider. Here, leadership must balance between adopting mechanisms that are useful for an effective accomplishment of missions within a supporting environment for the military without compromising core military ethics.
What is military leadership? During an interview after retiring as the United States 29th commandant, the famous General Al Gray (credited with implementing crucial changes that transformed the US military into a modern and effective fighting machine), summarised crucial aspects that must define leadership within the military (Bartone 2002, 494).
Here, Al Gray talked about exerting a positive influence on the military through the use of selected actions as well as by example. Military leadership involves the use of suitable behaviours, personality, and actions that can align the overall behaviour of the military with mission goals without compromising the growth, wellbeing, and development of the military force (Bartone 2002, 494).
Apart from strong mental and performance capabilities, an effective military leader must have a suitable personality that can expand the ability of the military force to do difficult tasks within challenging environments. As it will become clear, a military leader must inspire the military, as well as work within ethical standards (Bartone 2002, 490).
The US military has in the recent past faced multiple challenges resulting from the shortage of resources and the changing dynamics of modern warfare. While the US government is tightening the military budget, potential threats to the US are on the increase (Charles et al. 2009, 4).
As a result, military personnel overwork due to frequent deployments in places like Afghanistan where they face unseen enemies in an unconventional warfare (Charles et al. 2009, 4). As they face a highly challenging environment of operation, the US military personnel must develop resilience to complete missions within required goals.
Several studies show that people who develop high resilience are more suited to deal with stressing environments than those with low resilience (Charles et al. 2009, 4).
Highly resilient people are able to make out meaning from stressful environments and can create a happy atmosphere despite the challenges they face. Therefore, military leaders must inspire resilience capabilities within the military force to protect mission goals (Charles et al. 2009, 5).
A number of factors, such as separation from friends and family, meeting with continuous threats from the enemy, unclear instructions on how to react to danger, boredom, the death/injury of comrades, and harsh environments can especially create a stressful environment for military personnel working in overseas missions(Charles et al. 2009, 3).
Military leaders must show an example of high resilience to inspire resilience within the military force. Besides, military leaders should carry out measures which are successful for effecting resilience in a challenging environment. Here, leaders must find ways to encourage group members (Charles et al. 2009, 7).
The issue of ethics is significant for a successful leadership within the military. On one hand, the use of ethical standards within the military is helpful in developing a clear chain of career paths as well in clarifying a framework of operations within the military. On the other hand, it is difficult to counter unconventional warfare without putting some ethical considerations into perspective.
The presence of persons with different values and personalities within the military necessitates the need for designing a clear set of ethics to align the conduct of military personnel with mission goals and societal values (Kermit 1980, 47).
One of the main issues that hinder ethical conduct within the military is an assumption that ethics are of less importance than achieving mission goals (Kermit 1980, 52). Fear of superiors by subordinates can also prevent an officer from questioning the conduct of military leaders (Kermit 1980, 52).
Another hindrance to embeding ethical values within the military is an overbearing responsibility on the part of an officer to protect the image of the military at the price of ethical values (Kermit 1980, 63).
Moreover, prioritising one’s career path can act to prevent ethical values in the military (Kermit 1980, 48). Leaders, who among other things, bully their subordinates into unethical actions (or give questionable promotions) are unhelpful in promoting ethical values in the military.
Unconventional warfare is a phenomenon that is defining modern war. Such a shift in military warfare blurs the goal of a military operation from annihilating an enemy to fighting an unseen enemy who can hide in the public as well as use other unconventional means to win warfare (Pfaff 2011, 12).
Here, decisions of military leaders must balance ethical considerations in achieving the goal of a military operation, protecting team members, and minimizing damage (Pfaff 2011, 15). It is always difficult to select among the three areas of compromise to protect the goal of a military operation.
For example, while the use of force against an enemy who is hiding in the public could help to protect team members, an angry reaction from the public could make the task of a mission more difficult in the future.
Here, military leaders should stay firm, aggressive, and decisive during the first stages of a military operation (Pfaff 2011, 15). However, later stages of an operation need leaders who can engage the public to build strong institutions that can protect the goals of a military operation after exit (Pfaff 2011, 15).
Conclusion
Military leadership is a challenging task that transcends beyond suitable mental abilities to inspirational abilities, effective personalities and a wide database of knowledge and skills. An effective military leader must inspire ethical values in the military by avoiding improper leadership approaches (such as bullying subordinates to take part in improper acts of cover), which prevent ethical values within the military.
The US military has in the recent past faced multiple challenges resulting from the shortage of resources and the changing dynamics of modern warfare. Emerging challenges, such as unconventional warfare, make it difficult for military leaders to make decisions that can balance between conflicting ethical considerations.
A military leader who lives in the 21st century is obviously in a more difficult position than his counterpart who lived in previous centuries. Such a direction calls for policy designers in the military to use an effective training and preparation program for the future leaders of the military.
Bibliography
Bartone, Paul. New wine in old bottles: Leadership and personality in the military organization. Chicago: Department of Defence Press, 2002.
Charles L. Barry, Paul T. Bartone, Emily, Richards, and Robert E. Armstrong. Build resilience: Leader influence on mental hardiness New York: Defence Horizons Press, 2009.
Kermit, Johnson. Ethical issue of military leadership. New York: Defence Horizons Press, 1980.
Pfaff, Tony. Resolving ethical challenges in an era of persistent conflict. New York: Strategic Studies Institute Press, 2011.