The Army leader’s intellect draws on their mental tendencies and resources, and this shapes their conceptual abilities and how they are applied to their duties and responsibilities. The conceptual abilities enable the leaders to have effective problem-solving skills and sound judgment before they carry out the implementation of different concepts and plans. They help the leader think creatively as well as reason analytically, ethically and think critically and take cultural sensitivity into consideration as they evaluate on the probable intended and unintended outcomes and consequences. The leaders need to anticipate and consider the second- and third- order effects of their decisions and actions. Various components affect the Army leader's intellect, and these are mental agility, sound judgment, innovation, interpersonal tact, and expertise.
Mental agility refers to the flexibility of mind and the ability to anticipate and adapt to uncertain as well as changing situations. It is the mental agility that makes it possible for a leader to think through the second- and third-order effects when they are faced with decisions and actions that are currently not producing the desired results. The mental agility equips the organizations with the operational adaptability that is necessary for developing situational understanding when there is need to seize, retain and exploit a given initiative. Mental agility is dependent on one’s inquisitiveness and their ability to reason and think critically. Inquisitive leaders have high levels of eagerness when it involves a broad range of topics. They maintain an open mind on the multiple alternatives and possibilities before settling on the optimal solution.
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Critical thinking is a thought process that works towards establishing facts and thinking through issues as well as seeking to find solutions to different problems through effective problem-solving. Critical thinking is very significant to good decision making. It makes it possible for a leader to understand changing situations and arrive at justifiable conclusions making a good and sound judgment as well as learning from experience.
Critical and creative thinking are fundamental aspects of Army Design Methodology that make it possible to have a clear understanding and visualization as well as complete description of complex and ill structured problems and develop valid approaches to realize solutions to them. Critical thinking captures on reflection and enhances continuous learning that is crucial in the application of Army Design Methodology concepts (ADRP, 2012) . Creative thinking is based on thinking in innovative ways while capitalizing on one's imagination, perception, and unique ideas. Critical thinking makes it possible for a leader to examine a problem in much depth analyzing it from different points of view.
It is an important skill for Army leaders, one that allows them to influence others and shape their organizations. In finding the most appropriate solution to a given issue, the most important step is isolating the main problem first. The mental agility of a leader to isolate the main problem quickly and identify the different possible solutions generates their initiative to adapt during the carrying out of various operations. Leaders should instill agility and initiative in their subordinates. They can do this by creating a climate that encourages the subordinates participation and trust as they carry out various operations. The identification and acceptance of honest mistakes during the training creates an environment that encourages the subordinates to develop initiative and agility. These are necessary qualities in the operational Army as well as the generating force.
Sound judgment involves the capacity to assess situations astutely and analytically to draw rational conclusions from the assessments and the analysis. Developing consistency in good judgment makes it possible for the leaders to develop sound views and make good decisions as well as settle on reliable approximations. The means by which leaders acquire experience are trial and error and observing others. Learning from observing others occurs through mentoring and coaching conducted by their superiors, peers and even subordinates. To reach a high quality decision, leaders need to thoroughly go through and evaluate the different facts and the questionable data as well as assess their instinctive feelings.
Good judgment informs the best decision for a given situation and is a critical aspect of transforming the acquired knowledge into understanding and quality execution. A sound judgment significantly contributes to a leader's ability to determine all the possible courses of action and decide on what is the best action to take. It allows the leaders to consider the consequences before choosing. Sources like senior leader’s intents, laws, regulations, values, experiences, and desired outcomes work together to aid one’s judgment. Good judgment is based on a leader’s ability to assess their subordinates, their peers and the enemy of their strengths and weaknesses making them better placed to create the most appropriate and practical solutions and actions. Sound judgment is an essential aspect of problem solving and effective decision making.
Innovation is the leader’s ability to introduce a new thing when opportunities exist or as need arises. Innovative leaders are inquisitive, and they also are good problem solvers. Innovation involves creativity that produces original and worthwhile ideas that are explored to bring about desirable outcomes through the seizure of the available opportunities. It enhances their ability to think creatively and innovate through the development of new ideas and approaches in the accomplishment of various missions. Creative thinking improves the use of adaptive approaches that draw from previous circumstances and experiences as well as innovative approaches that develop completely new ideas. Innovative leaders prevent complacency by establishing new ways through which they challenge the subordinates with forward-looking ideas and approaches. Leaders rely on their intuition, experience, knowledge, and input from their subordinates to become innovative. Innovative leaders enhance strong team building by involving everyone to be responsible for something and a stakeholder in the innovation process.
Interpersonal tact is useful in decision making and problem-solving since it entails the effective interaction with others that is based on understanding what they perceive. It is based on the acceptance of the character, motives, and reactions of oneself and others. It combines these skills with the recognition of diversity, the display of self-control, balance, and stability in various situations. Various factors shape Soldiers and Army Civilians such as their background, schooling, religion, and race. Army leaders strengthen their team effort by acknowledging the differences, contributions, qualifications, and potential in the different subordinates and this an environment in which they know they are valued for their strengths, talents, contributions, and differences. A leader is tasked with the responsibility to employ the different capabilities, talents, and potential brought to the team by the different subordinates and from this, they should to build the best possible team. Army leaders should maintain a high level of openness when it comes to cultural diversity since it is unknown how the talents of the different individuals and groups will contribute towards the mission accomplishment (AR, 2011) .
Expertise is the special knowledge and skill developed from education, training, and experience that a leader has. Leaders create and use knowledge in various domains. Tactical knowledge involves the accomplishment of a designated goal through the utilization of military means. Technical knowledge involves the specialized information that is involved with a particular system or function. Joint knowledge revolves around the understanding of joint organizations, their procedures and the different roles they play in national defense. Cultural and geopolitical knowledge is based on the awareness of the leader of the cultural, geographic and political differences and sensitivities. Army leaders should be mindful of the subordinates cultural factors and be sensitive to their different backgrounds to determine how best to use their talents. Effective leaders are steady and levelheaded when they are fatigued and under pressure. They also remain calm in the face of danger, and all these characteristics stabilize the subordinates who are always looking to their leader's example. Success in decisive action requires understanding of the unified action partner cultures by the leaders.
As a leader, I have utilized the conceptual components of a leader's intellect to enable me to enhance effective problem-solving. I have employed mental agility to achieve the flexibility of mind and break through habitual thought patterns. I’ve also been able to think through outcomes when current decisions or actions fail to produce the desired results. It has been very useful in problem-solving to be able to apply multiple perspectives and approaches. Learning sound judgment has given me an opportunity to assess the strengths and weaknesses of my subordinates and peers, and I have had a better chance to create appropriate solutions and actions.
The capacity to assess situations shrewdly and draw sound conclusions has given me an upper hand when it comes to problem-solving. I have used innovation and creativity to come up with new ideas and objects that are not only novel but also appropriate. It has established and enhanced my ability to introduce new ideas that are based on opportunities and challenging situations. Interpersonal tact has been very useful for me as a leader giving me the capacity to understand my interactions with others, being aware of how they see me and sensing how to best interact with them effectively. Being conscious of character, reactions, and motives of the people around me and me and how they affect interactions has been effective in my problem-solving approaches through recognizing diversity and displaying self-control, balance, and stability. I have utilized expertise by seeking to possess facts, beliefs, logical assumptions and understanding in different areas of interest and all these have been used to better my problem-solving.
References
ADRP, 6.-22. (2012). Army Leadership. Army Publications.
AR, 3.-1. (2011). Army Training and Leader Development. Army Publications.
