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Aristotle ethical principles
The importance of military leadership
Effective leadership in the military
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Recommended: Aristotle ethical principles
The Greek statesman Solon stated, “He who has learned how to obey will know how to command.” Approximately 250 years later, the Greek philosopher Aristotle asserted the converse of that statement when he said, “He who has never learned to obey cannot be a good commander.” The concept of following seems to have been an important idea in ancient Greek times, but why is this idea of being a good follower important to today’s military leader? In order to be a truly effective leader, one must first learn to be a truly effective follower. Learning to be an effective follower is a required facet of effective leadership because we follow others at times, we learn by following, and we develop future leaders by following. The thought that we must follow others at times revolves around two concepts (one relatively obvious, one not so obvious). The relatively obvious concept is the notion that we all have a boss and therefore will be required to follow another person at some point. Buchanan supports this idea when he says, “Every level of the organization reports to someone.” Squad leaders report to platoon sergeants; company commanders report to battalion commanders; brigade commanders report to division commanders; the Chairman of the Joint Chiefs of Staff reports to the President; even the President reports to the American people. Buchanan goes on to assert that effective followers are not simply “yes men” but instead “challenge the boss when necessary and share their opinions, even if they might be viewed as controversial.” The concept that is not so obvious is the fact that we are not always the expert. Our knowledge on a particular topic may be limited or even non-existent. In those cases, we must learn to step aside and “... ... middle of paper ... ...dy Bailey, “A Good Leader Knows How, When to Follow,” The Tennessean, http://www.tennessean.com/article/20131020/BUSINESS/310200077/Andy-Bailey-good-leader-knows-how-when-follow?nclick_check=1 (accessed February 28, 2014). U.S. Department of the Army, Army Leadership, Army Field Manual 6-22 (Washington, DC: U.S. Department of the Army, October 12, 2006), pp. Christine W. Zust, “The Best Leaders Know When to Follow,” available from www.zustco.com/cz_articles/leaders_know_when_to_follow.pdf (accessed February 28, 2014). Raymond W. Cox III, Gregory K. Plagens, and Keba Sylla, “The Leadership-followership Dynamic: Making the Choice to Follow,” International Journal of Interdisciplinary Social Sciences 5, no. 8 (December 2010): 46, Academic Search Complete, http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=73343622&site=ehost-live (accessed March 1, 2014).
“Leadership is a process in which many can engage, not a position that only a few can hold.
In the book Ender’s Game, by Orson Scott Card. It shows that to be a successful leader one must be ruthless, strategic and strict.
Ramsey, R. (2006). Lead follow or get out of the way: How to be a more effective leader in
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
In this book, the authors Tom Rath and Barry Conchie examine the question “What are the keys to being an effective leader?” To answer this question they had a team that reviewed data collected from Gallup polls. The data came from interviews from 20,000 senior leaders, over a million teams and more than fifty years of Gallup Polls of the most admired leaders in the world. The authors then had the team do a study of more than 10,000 followers to find out why they follow the influential leaders in their life.
Kets de Vries, M. L. (1994). "The leadership mystique". Academy of Management Executive, Vol. 8 No.3, pp. 73-92.
The purpose of this paper is to describe the attributes and competencies of my leader of influence, MSG Anthony Good, and what type of leader legacy I would like to leave behind. I define an Army leader as someone who inspires and influences others to accomplish goals. MSG Good has played a pivotal role in the development of other Soldiers and my own leadership philosophy. He has demonstrated, through actions and words, his values and wisdom. I want to emulate those values and attain that wisdom in my military career. He exemplifies the leader attributes and competencies: character, presence, intellect, leads, develops, and achieves (Headquarters, Department of the Army, 2012). As a Soldier and leader, the attributes and competencies in MSG Good that inspire me the most are his character and
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
“In order to be a good leader, there are two things to remember. Lead from the Front and always set the Example. From these two leadership principles, everything else will fall into place.”
(2014), argues that there are different views and definitions, when it comes to followership theories, hence it makes it difficult to understand the true essence of it. In the role-based theory, we don 't look at the followers as individuals without any power and authority. In contrast, we study their contribution to the leadership and its impact on the organization. In role-based theory, followers ' characteristics and behavior can be positive or negative depending on the style of the leadership, which ultimately can impact the outcome of the leadership and leader 's actions. In constructionist view, Uhl-Bien et al. (2014) have focused on the leadership as a process that is co-created through leading and following. This theory defines the significant role of the followership and the dynamic relationship between the leader and the followers. When we focus on the followership theory, there are certain variables such as followership characteristics, leadership characteristics, followership and leadership behaviors, and followership outcomes that we have to consider in order to understand the importance of the
Ivey Business Journal. (n.d.). Followership: the other side of leadership. Retrieved January 14, 2014 from http:iveybusinessjournal.com/topics/leadership/leadership/followership-the-other-side-of-leadership#.UtbFeaFMHIU
While it may be argued that leadership and followership are merely two sides of the same coin, just as with a coin, there are still differences between the two which can be observed. As any great leader was, at some point in their life, a follower, many of the followership traits can be seen in a leader as well. It stands to reason that a follower has a leader they are following, but it is not as simple as train cars following behind the engine.
Just as there can not be ‘too many cooks in the kitchen’ a company cannot run solely on leadership. Without followers, leaders would be unable to get the job done. But do companies understand the importance of their followers/workers and are they giving them the respect they deserve? Barbara Kellerman researched the campaign for Audi car company and their campaign slogan `Never Follow.` The ad ran successfully for five years until 2007 the slogan was finally abandoned. It was so successful because it “tapped into a fear rooted deep in the American psyche” (Kellerman, p3). Who wants to be second best? On the other hand, who wants to diminish their own followers? Kellerman noted that North American culture has the perception that “there is no glory in toeing the line” (p.5). Companies are learning that followers deserve a more positive reputation and that followers are an integral part of the team. Why is it then, that little research has been done on followers and followership?
Bass, Bernard M. Bass. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications (3rd ed). New York: The Free Press.
2004 I raise my right hand in order to serve and protect the United States against all enemies, foreign and domestic. At this moment in my young personal leadership journey, I get my first glimpse of a leadership style, “shut up and listen.” Clear and concise guidance was the meat a potatoes in my early stages of molding who I am today as a leader or, at least I think. It was quite simple, I have A, B, C and D to do, this is how I’m told I’ll do it, and then I execute. Seems simple, right?