In today’s Army facing the geopolitical challenges as well multiple socially-based issues, the art of being a leader includes multiple aspects. These aspects include possessing essential qualities and values, organizational abilities, communicational skills, ability to win subordinates’ trust, decision-making skills, ability to create the climate of participation and dedication to the mission, technical competences, and many more. The following paper aims at making a detailed overview of the quality leadership in today’s Army.
First of all, the art of being the best Army leader goes hand in hand with the essential qualities and values that the person should posses including charisma, dedication, commitment, patriotism, heroism, strategic thinking, and duty (Allen, 2015). All these qualities and beliefs will help the Army leader carry out the set mission and serve the country and Army interests selflessly (Johannes, 2015). Moreover, these are the values that will help the leader put the nation’s welfare ahead of the personal wellbeing and safety and that one of the troops (Fischer & Garn, 2014).
Next, the art of being a leader in today’s Army implicates the ability to organize the subordinates with an objective to perform the set tasks timely and proficiently (Fallesen, Keller-Glaze, & Curnow, 2011). This ability includes such sub-skills as motivation, inspiration, and commitment development in the subordinates (Fallesen et al., 2011). It also deals with the accountability matters. As such, the leader should be skilled in raising the sense of accountability in one’s subordinates to ensure the high degree promptitude to obeying of among them (Fallesen et al., 2011).
Further, an effective Army leader possesses an essential skill of communicating the set task to the subordinates (Johannes, 2015). One should know how to give orders in a clear and concise manner (Johannes, 2015). Moreover, the person is to be competent in communicating with all types of subordinates who come from different educational and cultural backgrounds. Keeping the subordinates informed is the key component for success (Fischer & Garn, 2014). Here, the competence with the growing popularity in today’s secular world, which is the emotional intelligence, can implement. This competence implicates the ability to evaluate and manage other people’s emotions as well as one’s own emotions when it is needed for a certain goal accomplishment (Khan, 2014).
Another vital trait for the outstanding leader in today’s Army is the ability to win the subordinates’ trust and have the unconditional authority among them (Fischer & Garn, 2014). To achieve this goal, the leader should be the model example for the subordinates and demonstrate outstanding integrity (Fischer & Garn, 2014). Integrity in the context of military science means being upright and honest, living the values one promotes to the subordinates, and avoiding deception (Fischer & Garn, 2014).
Besides, the art of being the great leader in today’s Army is about the ability to create the climate of participation and dedication to the mission among the subordinates (Allen, Bynum, Oliver, Russell, Young, & Babin, 2014). To do so, the leader should be the example of courage and patriotism on one’s own and should be charismatic enough to transfer this spirit to one’s subordinates (Allen et al., 2014). In addition, one will need to build mutual trust, respect, and confidence in all members of one’s unit (Allen et al., 2014).
The exemplary Army leader is also technically and tactically proficient (Khan, 2014). One should have outstanding proficiency in using the technical means the unit is supplied with. Since the leader’s task is to facilitate the training process as well as ensure 100% effectiveness during the military development, one’s obligation is to have excellent technical skills. Another aspect is the tactical proficiency. The enemy’s tactical innovation should not be underestimated. The history has many lessons of how tactic implemented more effectively than the quantity and troops equipment status. Therefore, today’s Army leader will need to engage in the constant process of improving one’s tactical proficiency (Fischer & Garn, 2014).
Decision-making is another key competence that effective Army leader should possess (Allen et al., 2014). The decisions made should be timely and sound (Allen et al., 2014). They also requite sufficient strategic preparation (Fischer & Garn, 2014).
Further, genuine interest in subordinates will by all means contribute to the success of the Army leader (Fischer & Garn, 2014). The person should know each subordinate and seek for his or her personal interests when it is applicable (Fischer & Garn, 2014). Such attitude does not only improve the performance on the unit, but it saves thousands of lives (Allen et al., 2014). When the leader and soldiers trust each other and establish respectful relationships, the probability of withstanding in the times of extreme difficulty doubles (Allen et al., 2014).
To sum up, it should be noted that contemporary army faces multiple challenges due to the extremely complicated geo-political situation and technological progress achieved by the rivalry armies. To effectively fulfill the tasks set, the skilled and highly proficient leaders with organizational abilities, communicational skills, decision-making skills, and patriotic values are required.
References
Allen, C. D. (2015). Ethics and Army leadership: Climate matters. Parameters, 45(1), 69-83.
Allen, M. T., Bynum, B. H., Oliver, J. T., Russell, T. L., Young, M. C., & Babin, N. E. (2014). Predicting leadership performance and potential in the U.S. Army officer candidate school (OCS). Military Psychology, 26(4), 310-326.
Fallesen, J. J., Keller-Glaze, H., & Curnow, C. K. (2011). A selective review of leadership studies in the U.S. Army. Military Psychology, 23(5), 462.
Fischer, M. V., & Garn, A. C. (2014). A qualitative examination of Army leadership development and physical training. Research Quarterly for Exercise and Sport, 85(1), 42-57.
Johannes, J. K. (2015). Developing small-unit leadership in the U.S. Army corps of engineers. Engineer, 45(2), 35-36.
Khan, M. (2014). Army and civilian leadership and zarb-e-azb. Defence Journal, 18(3), 19-22.