Direct vs.Indirect Leadership The term leadership is a word taken from the common vocabulary and incorporated into the technical vocabulary, of a scientific discipline without being precisely redefined.As a consequence, it carries extraneous connotations that create ambiguity of meaning (Janda, 1960).
Leadership has been described as the “process of social influence, in which one person can enlist the aid and support of others in the accomplishment of a common task”. Social influence occurs when an individual’s thoughts, feelings or actions are affected by other people, i. e… onformity, peer pressure and socialization. (Wikipedia). The military definition of Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization. Getting people to do what you want them to do. It is the means or method to achieve two ends: operating and improving. But there’s more to influencing than simply passing along orders. The example you set is just as important as the words you speak. And you set an example—good or bad—with every action you take and word you utter, on or off duty.
Through your words and example, you must communicate purpose, direction, and motivation (FM 22-100 Chapter 1The Leadership Framework). Military leadership could be different from the rest of the world. Most corporations, companies and jobs are not bound by and oath, some may be. But what they do have in common, you don’t get to pick your leadership style. In the army you were sworn by an oath to defend the Constitution of the United States, against all enemies foreign and domestic so help you God and obey the orders of those appointed over you.
In others words you didn’t have a choice, to pick what style of leadership you wanted. Most military leadership is a form of direct leadership. Generals communicate with field Commanders through teleconference, e-mails and speeches updating and talk about rules and regulation that effect their immediate command. Reinforcing, the army mission, its values and goals. Commanders are different they provide direct and indirect leadership, they are the one’s closet to the ground solider.
Examples of direct leadership include formations, inspections and motor pool visits. They meet with their chain of command on a daily basis, to discuss and update them on changes to policies and regulation. Ensuring that all rules and regulation are being followed according to Department of Defense (DOD) and Uniform Code of Military Justice addressing all concerns and issues under their Chain of Command. Examples of more direct leadership include memos too change to policy, speaking at New Solider Orientation and before field training exercise.
A form of indirect leadership by a CEO is called “cascading” (Bass, Waldman, Avolio, & Bebb, 1987; Waldman & Yammarino, 1999; Yammarino, 1994), occurs when the direct influence of the CEO on immediate subordinates is transmitted down the authority hierarchy of an organization (e. g. , from the CEO to middle managers, to lower-level managers, to regular employees. In this case the United States Army, through their promotion system. The Army is looking to retain, recruit and promote soldiers’ whose attitude, values (you’re vs. Army), military knowledge and appearance stack up against theirs through the promotion systems.
Military Leadership Development Courses schooling design educate, reinforce the leader to achieve excellence. The Leader of Character and Competence Acts: Valves, Be, Know and Do. Values are Loyalty, Selfless Service and Integrity. Be: loyal, mental, physical and emotional strong. Know: Interpersonal, Technical and Tactical skills. Do: Influencing, through communicating and decision making. Operating, executing and assessing missions/training. Improving, through team building, developing and learning (FM 22-100 Chapter 1 The leadership Framework Fig 1-1).
The type of leadership depends on the type of organizations that you are in or working for. One leadership style do not fit every situation. Strengths and Weaknesses Direct: Strengths: Everyone knows who’s in charge. Leaders or Managers has all the power, employees has very little input. Weakness: employees have no input, everything is enforce from the top down Employees may not take any initiative Indirect: Strengths: Employees can brainstorm come up with different ideas on how to accomplish the task/mission. Weakness: Could be time consuming, no one can agree on how to accomplish the task No one wants to accept responsibility