Among the many differences between management and leadership is that under management, the labor force is a utility while under leadership, it is an asset. Management is thus limited to making good use of the utility that labor is, but in leadership, the labor force is to be improved, cared for, and developed as a treasured asset (Antonakis et al., 2016). The obligation of developing and improving the labor force under leadership is well defined and provided for under the rules and regulations upon which the US military in general and particularly the US army operates. Among the cardinal areas of development that are specific to the US Army is the development of the skill and resilience of the military personnel. The second critical component of development is to enable the members of staff to develop the ability to endure the stresses and vagaries that come with military service (DOA, 1994). Finally, a good leader also empowers followers with the intent to have them rise to positions of leadership and eventually emulate the leader. In my leadership within the military, I have, to the best of my abilities played a positive leadership role in developing my subordinates in the three categories outlined above.
Among the ways in which I have developed others in the organization within which I lead is capacity building for potential leaders and for officers generally. The first limb of capacity building as indicated above relates to the physical development of members of the military who fall under my leadership. In this regard, I have operated as a basic leader course instructor and also in preparing subordinates for the physical fitness test. Physical ability, agility, and endurance are among the principle skills necessary for successful operation in any military organization (Bowles et al., 2015). In combat, for example, physical prowess is among the basic attributes that will make a difference between defeat and victory. Further, physical fitness can also mean the difference between whether or not a soldier makes out of a combat zone alive. In preparing soldiers for the fitness tests, I seek to ensure that they do not just seek to become fit to pass the test, but to develop a passion for ideal physical fitness as per army rules and regulations. I teach the younger soldiers to ensure that being at the best physical form becomes a basic minimum for them on a constant basis, not just during tests and regular assessment (DOA, 2012). In this manner, I not only endeavor to have them pass their physical tests for the sake of bettering their careers but also ensure that they become better soldiers in the process.
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The second limb of capacity building as indicated above is to assist subordinates who aspire to become future leaders, through playing the role of basic leader course instructor. There are two primary components of knowledge in leadership, the first being the theoretical knowledge that can be taught in class and the second being leadership character which is developed and not taught (DOA, 2012). A good example of theoretical leadership is communication concepts such as ensuring that rebukes are private and benign while compliments are public and robust (Boies, Fiset & Gill, 2015). On the other hand, a good example of character-based leadership traits is charisma and inspiring confidence among followers, more so at a time of danger (Antonakis et al., 2016). With regard to the theoretical leadership concepts, I have taken time to study hard to understand the concepts themselves and how to communicate them to my students. I endeavor to ensure that my subordinates do not just understand these concepts enough to get good grades, but also to include them in the future leadership capacities. On issues such as charisma and inspiration, I always endeavor to live the part that I would want my subordinates to emulate in their futures as leaders so that they can learn from me. Through this combined approach, I have contributed to the development of better future leaders amongst my followers.
Further to training my subordinates to become better future leaders, I also encourage them to apply for leadership positions and when they do, assist them in the vetting processes for these positions, including preparing for promotional board appearances. A good leader will neither be jealous of the success of subordinates nor expect subordinates to remain followers indefinitely. In an organization as large as the US Army, there are many opportunities for advancements and I take it as my obligation to ensure that my followers keep rising even to the eventual zenith of the organization (DOA, 2012). It is not part of my official duties to assist junior prepare for promotional boards, but I take it as a personal obligation to go over and above for and on behalf of my subordinates. It is, however, possible for a follower with great potential for leadership to miss out on promotional opportunities because they were ill-prepared for the promotional board meeting or they are overwhelmed and nervous about it. Assisting them to prepare better for the meeting and control their nerves can thus make a difference, not just in the interim promotion but also to their future careers. It is a prerequisite of a good leader for the followers to always know that the leader is committed to their causes hence, my volunteering to undertake this noble obligation.
Another important avenue through which I have developed fellow soldiers within the army is through contributing to their ability to endure the vagaries of being in the Army in my position as a master resilience trainer instructor. Among the common fallacies about the military is that it is only about physical activities and skills. However, as modern psychological research has revealed, physical strengths and skills become a liability, as opposed to an asset unless they are accompanied by mental strength and resilience (Uphill & Hemmings, 2017). A military life is very demanding due to its structured nature, the active physical activities involve a proper work-family and work-life balance (Bowles et al., 2015). Further, war is not natural to humanity hence the extremities of violence that come with being a soldier take a massive psychological toll on soldiers (DOA, 1994). Among the basics of military training include two important components that also have psychological ramifications. These components are training to stay alive when there is someone actively trying to kill you with the second being training on how to kill other human being. It is thus important for the soldier to be able to handle the potential mental health vagaries that come with military life, both in combat and outside combat through inter alia, resilience training. By definition, resilience is the ability to recover and bounce back after being inordinately affected by a critical event (Uphill & Hemmings, 2017). It is impossible to live a military life without being psychologically affected by it hence the need for resilience training to enable the soldiers to bounce back to effectiveness and keep going.
With the US Army being involved in two main wars and several minor conflicts across the globe, resilience training rises above psychological problems into physiological injuries. My other role as resilience trainer is ensuring that those who are injured in combat zones recover their physical abilities and confidence. Indeed, this is the traditional and most common definition of resilience training (DOA, 1994). It must not be confused with clinical assistance or physiotherapy as it is the post-clinical care process of ensuring that soldiers who have been injured in battle develop the abilities and capacities they had prior to the injuries. As a leader, I use charisma as much as I use skill during this form of resilience training. Believing that full recovery of skill and ability is possible is critical in resilience training. I seek to ensure that those who have been hurt believe in the ability to be as good as they were before the injuries then I assist them in the process of regaining the lost abilities.
Whereas I am still constantly seeking to improve my capacity and abilities as a military leader, the above reveals that I have in the interim be doing my best to employ abilities to develop other soldiers in the army. In furtherance of this goal, I seek to ensure that my subordinates are on their best possible physical shape and that they adopt the concept of always seeking to better their bests in physical training. I also seek to have them prepare themselves psychologically so as to be able to deal with the vagaries of both a military life, constant training, and also being in combat zones or even preparing for them. Further, I have taken it as an official and personal obligation to train my followers to be future leaders even as I encourage them to seek promotion and prepare them to succeed when offered promotion opportunities. Finally, working in the military can be a challenge for any person whether or not there is active combat going on. Rigorous training, training accidents, and combat injuries often take toll on servicemen who even when they are treated clinically and heal, will need help getting back to their very best. It is on this basis that I undertake the obligation of developing physical and psychological resilience for the soldiers who may have been adversely affected by the vagaries of serving in the army. Finally, just as I always implore my followers, I am constantly endeavoring to better my best both in leadership and in developing my followers.
References
Antonakis, J., Bastardoz, N., Jacquart, P., & Shamir, B. (2016). Charisma: An ill-defined and ill-measured gift. Annual Review of Organizational Psychology and Organizational Behavior , 3 , 293-319
Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly , 26 (6), 1080-1094
Bowles, S. V., Pollock, L. D., Moore, M., Wadsworth, S. M., Cato, C., Dekle, J. W., ... & Seidler, D. A. (2015). Total force fitness: The military family fitness model. Military Medicine , 180 (3), 246-258
DOA (1994). FM 22-51 Leaders' manual for combat stress control . Washington, DC: Headquarters Department of the Army .
DOA (August, 2012). ADP 6-22 : Army Leadership. U nited States Department of the Army.
Uphill, M. A., & Hemmings, B. (2017). Vulnerability: Ripples from reflections on mental toughness. The Sport Psychologist , 31 (3), 299-307
