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• W1543507279 abstract "is certainly among most frequently uttered buzzwords in current American lexicon. Whether discussing political, industrial or communal affirs, is continually advanced as key to solving most any problem. this tendency is even more pervasive in military literature and lore. The role plays in war dominates accounts of famous battles and heroes. Young soldiers are instructed from day one that to be succesful, they must exhibit leadership potential, and YS Army Field Manual (FM) 100-5 Operations, states unequivocally that the most essential element of combat power is competent and confident Yet in both military and civiliam circles, is often talked about like love -- as a matter so universal it requires no definite, or so mysterious it defies one. When it is defined, it is generally in somewhat redundant terms, as so subset of what a leader does, or at least does well, and is applied to virtually all exercises of duty or responsibility. For those who wish to consistently foster effective in their organizations, however, such vague conceptions of process are just not good enough. For to truly have meaning its use implies-- something that calls forth best in people, leaders and followers alike--its essence must be distinguished from simply bdhavior, personality or experiences of those who hold rank or position, and just as important, from processes that may indeed be desirable complements ot but are not itself. Current Army doctrine does little to shed steady light on such distinctions, however, nor does it offer a compelling theory of pure leadershio that either transcends difference of popular competing views on subject or convincing reconcilies and intergrates them. Prelease publicity for new FM 22-100, Army Leadership, claims revised manual will incorporate and replace curretn editions of several auxiliary publications, included expanded sec- tions stressing importance of physical fitness, character and ethics to process and reflect lessons learned from operations since its 1990 predecessor was released. With a scheduled release of June 1999, it remains to be seen whether this reengineered manual will achieve what argue should be viewed as a critically needed improvement to current doctrine: providing clear framework through which soldiers may discover and better grasp various facets of and how they differ quantitatively from those that constitute management, administration or command. Sources of Opinion Professor Bernard Bass observed a few years ago that is most talked-about and least understood of human phenomena.1 General George S. Patton Jr. succinctly confirmed this truth about by once confessing, I got it, but I'll be damned if can define it.2 Notwithstanding such admissions, researchers and scholars have advanced scores of competing explications over past 30 years alone, each seeking to nail down essential essence of leadership. Dominant models have alternately explained it as a function of behavior, character traits, personal charisma or sensitivity and adaptability to different situations. The most useful of these theories, however, make clear and necessary distinctions between and other authority-related relationships and activities. Among first to identify such explicit differentiations was business professor Peter Selznick, stating in in Administration: A Sociological Interpretation, that Leadership is not equivalent to office-holding or high prestige or authority or decision-making. . . only some (and sometimes none) of activities of decision-makers are activities.3 A decade later, researchers David Katz and R.L. Kahn argued that the essence of organizational [is] influential increment over and above mechanical compliance with routine directives. …" @default.
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• W1543507279 date "1999-05-01" @default.
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• W1543507279 title "Leadership and Doctrinal Reform" @default.
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