Military Leadership Transitions

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Military Leadership Transitions by Nate

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Military Leadership Transitions:

Military Leadership Transitions EM 695 Seminar By Nate Dibling

Agenda:

Agenda Introduction Background Survey Results Analysis Conclusion

Introduction:

Introduction Military Leadership Transitions

Veterans Today:

Veterans Today 10 years of conflict in Iraq and Afghanistan Officers and NCOs have significant leadership experience in the harshest of climates Military is drawing down Large number of Military Leaders on the Job Market Civilian companies see the value of military leaders Experienced well beyond their years Able to manage conflict and high stress situations

Research Problem:

Research Problem Do military leaders use too much of a commanding style of leadership in their initial transition to civilian leadership positions thus making it difficult for them to lead.

Background:

Background Military vs. Civilian

Army Leadership:

Army Leadership ADP 6-22 Army Leadership “The process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” .” (ADP 6-22 Army Leadership, 2012, p. 1) Six Key attributes and competencies Attributes: character, presence, intellect Competencies: leads, develops, achieves

Character:

Character A person’s character and identity affect leadership Leaders of integrity follow the standards for other to follow Always do what is right even when no one is looking Do what is right, legally and morally

Presence:

Presence The impression a leader creates is crucial to getting others to follow Impression made are the sum of Outward appearance Demeanor Actions Words Leaders must project Professionalism Fitness Confident

Presence:

Presence The impression a leader creates is crucial to getting others to follow Impression made are the sum of Outward appearance Demeanor Actions Words Leaders must project Professionalism Fitness Confident

Intellect:

Intellect A leader’s intellect reflects how well they solve problems Everyone thinks about a problem differently Agile thinking to find conclusions as critical solutions arise Key is creating solutions that succeed.

Leads:

Leads Actions speak louder than words Leaders must influences others Extend their influence beyond their own Chain of command Communicate effectively

Develops:

Develops Leaders must improve and sustain high performance not only from themselves but from their unit as well. Gauges a leaders ability to improve Himself Prepare others Prepare the organization Leaders are coaches, counselors and mentors

Achieves:

Achieves Getting Results No matter how good a leader if they cannot achieve the desired results than they failed A leader must place his unit and subordinates in the correct position to be successful

Civilian Leadership:

Civilian Leadership Key reference: Primal Leadership by Goleman , Boyatzis , & McKee Great leaders as people ignite our passion and inspire us to do our best. High emotional intelligence allows leaders to tap into the core of the group and drive them to success. An emotional intelligent leader utilizes 6 leadership styles to influence people Resonant: Visionary, Coaching, Affiliative , Democratic Disonant : Pacesetting, Commanding

Visionary:

Visionary Leaders remind people of the larger purpose of their work Inspires the strongest results of the all the leadership styles

Coaching:

Coaching Develops others to meet their goals and aspirations A coach is a counselor to extend and expand team members abilities Very similar to Developing from ADP 6-22

Affiliative:

Affiliative Collaborative competence in action Promotion of harmony Fostering friendly interactions Focus on the employee’s emotional needs despite company goals Joe Torre of the Yankees

Democratic:

Democratic Builds teamwork and collaboration Relies heavily on conflict resolution Leaders allow subordinates to collaborate on solutions and vote on the final decision

Pacesetting:

Pacesetting Driving by the need to meet or exceed high standards Set the path for others to follow Should be used sparingly and in combination with the resonant styles

Command:

Command Demand immediate obedience to orders N eeded in highly stressful and critical situation Creates a negative impact on those led

Survey Results:

Survey Results Former Military Leaders

Survey Population:

Survey Population Criteria for the survey At least 4 years of military experience: This ensures that the participant had a significant amount of exposure to the various leadership styles and practice of those styles At least 1 year of civilian experience: This ensures the participant has been provided a long enough period of exposure in a civilian role. The participant must be in a civilian leadership role currently. This provides the necessary perspective required for the survey.

Background of the veterans:

Background of the veterans Summary of Background data Number of Respondents 20 Average Age 36.2 Average Years of Service 10.25 Summary of Military Background Row Labels logistics support tactical Grand Total air force 2 1 3 enlisted 2 2 officer 1 1 army 5 1 2 8 enlisted 3 1 1 5 officer 1 1 2 warrant 1 1 marines 1 2 1 4 enlisted 1 1 officer 2 1 3 navy 2 1 2 5 enlisted 1 1 2 officer 2 1 3 Grand Total 10 5 5 20

Military Leadership:

Military Leadership Q4) Based on your military career what types of leadership styles did you witness more often?   (1) (2) (3) Visionary 4 5 4 Coaching 2 5 6 Affiliative 0 1 2 Democratic 0 0 1 Pacesetting 7 5 4 Command 7 4 3 Q5) What styles of leadership did you exhibit most often in the military the most?   (1) (2) (3) Visionary 5 4 5 Coaching 1 4 6 Affiliative 0 1 2 Democratic 1 1 1 Pacesetting 5 5 4 Command 8 5 2   Most Effective style while in the military(Q6) Least Effective style while in the military (Q7) Visionary 7 1 Coaching 1 1 Affiliative 0 5 Democratic 1 9 Pacesetting 4 3 Command 7 1

Civilian Leadership:

Civilian Leadership 8) What styles of leadership did you witness in your first civilian job?   (1) (2) (3) Visionary 4 5 6 Coaching 4 4 6 Affiliative 5 2 2 Democratic 2 4 1 Pacesetting 2 3 3 Command 3 2 2 9) What styles of leadership did you use in your first civilian job?   (1) (2) (3) Visionary 4 3 7 Coaching 2 5 4 Affiliative 0 1 3 Democratic 1 1 1 Pacesetting 5 6 2 Command 8 4 3   Most Effective style while in the first job (Q14) Least Effective sytle while in the first job (Q15) Visionary 10 1 Coaching 3 2 Affiliative 1 3 Democratic 0 9 Pacesetting 1 2 Command 5 3

Veteran Transition:

Veteran Transition   (Q10) Do you feel you were prepared for civilian leadership because of your military training? Q11)      Did you have a difficult time adjusting to life in the military to life as a civilian? Q12) Did you have a difficult time reaching and bonding with civilian peers and subordinates? Yes 16 14 16 No 4 6 4

Analysis of Results:

Analysis of Results Why did they struggle?

Military Leadership in review:

Military Leadership in review Command and Pacesetting the highest used styles in the military Question 4 67% Question 5 72% Matches the expected result due to the military culture, experiences and training A large reason veterans struggle to transition Visionary used and seen quite often Key resonant style that is used in the military Allows veterans to utilize learning in the military to civilian roles The one style that let some transition easier

Civilian Leadership in Review:

Civilian Leadership in Review As expected more resonant styles were witnessed in the civilian jobs Affiliative and Democratic increased dramatically from almost 0 to 27% Veterans did not mimic what they saw from other civilian leaders Command and pacesetting were viewed to be less effective Veterans still used these even knowing them to be less effective Visionary leadership maintained through out the survey as an effective and used leadership style

Leading in Transition:

Leading in Transition Questions 10, 11, 12, and 16 Most veterans felt prepared for a civilian leadership role but most felt that the transition was difficult Veterans had difficulty connecting with and leading both subordinates and peers Veterans that relied heavily on command and pacesetting experienced troubled transitions Veterans that relied more on visionary leadership experience smoother transitions

Final Conclusions:

Final Conclusions The “So What”

Conclusion:

Conclusion Leading is difficult in any environment Transitioning is difficult Military leaders rely too much on heavy dissonant styles when first transitioning Leaders that utilize the visionary style transition easier Veterans should receive more training on how to avoid the natural instinct to use command and pacesetting most Veterans should be trained on how to utilize visionary styles as an easier transition path.

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