Leadership in the Arms Profession

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Table of Contents

Introduction
Case Scenario
Analyzing of Existing Organizational Culture: Schein’s Model
Developing an Effective and Ethical Command Climate
Conclusion
Bibliography
Footnotes

Introduction

For very many years, military leadership has been informed by the concept of “chain of command”. This model is designed in such a way that there are commanders who give orders or instructions in an attempt to ensure that the targeted agency or battalion achieves its goals. However, theorists in the field have supported the use of evidence-based leadership models to influence and engage soldiers. This paper will analyze an unethical behavior experienced at the Headquarters & Service Battalion and present appropriate measures to implement a new cultural change.

Case Scenario

Military ethics is an ideology that empowers and guides service members to portray the best behaviors. Some of these principles include selflessness, duty, honor, courage, competence, commitment, and loyalty. Unfortunately, the selected battalion has recorded an unethical behavior that has the potential to affect its success or performance.¹ The absence of discipline in any military organization is a critical issue that affects performance. This is the case because soldiers are usually expected to obey orders, support the welfare of their colleagues, and respect each other.

The latest event that has occurred at the Headquarters & Service Battalion is capable of reducing every soldier’s morale. At this battalion, a social media scandal has been reported where some soldiers have opened anonymous accounts and posted nude and semi-nude photos of their fellow service members.² The occurrence of this indignity has led to a high-profile investigation into the command climate of the battalion.

Analyzing of Existing Organizational Culture: Schein’s Model

Edgar Schein’s model has been widely used to analyze organizational cultures and guide leaders to implement powerful changes. The targeted unit or division can be analyzed as an organization with unique principles, vision, mission, and leadership strategies. The model offers three levels that can be used to evaluate an organization. The first one focuses on symbols and artifacts.³ Looking at this unit, it is evident that there are powerful processes, organizational structures, and a logo. Outsiders and insiders can recognize these symbols immediately.

The second level under Schein’s model has espoused values. This layer focuses on values, ethics, standards, and rules. At this unit, the commanders have not been able to align their values with those of the targeted followers. This gap explains why the soldiers in this organization have failed to conform to the intended values and standards. Consequently, the malpractice or gap has catalyzed a social media scandal.⁴ This means that members of the public are now aware of the problems that are affecting the performance and effectiveness of the division.

The third aspect of the model is underlying assumptions.⁵ These are attributes or features that are embedded in the division’s culture. These assumptions are experienced as unconscious behaviors or norms. More often than not, they are usually hard to identify or recognize. Most of these suppositions are beliefs that are ignored by leaders and employees. Feelings and thoughts can inform specific actions and/or values. At this unit, issues such as respect, integrity, and empowerment have not been taken into consideration. The unconscious assumptions or thoughts are associated with various aspects such as communication processes, etiquette, respect, and support.

This model, therefore, reveals that the unit’s assumptions have been ignored, thereby catalyzing some undesirable values. For instance, the theory can be used to explain why different members no longer respect their colleagues. The malpractice can catalyze numerous challenges and make it impossible for the unit to achieve its goals. As a result, the issue has led to numerous concerns such as negative values and failure to honor existing standards and principles associated with the unit.⁶ Consequently, an unethical command has become a reality.

Developing an Effective and Ethical Command Climate

The existence of conflicts and scandals in a battalion can damage the morale of different service members. As the new commander at the Headquarters & Service Battalion, I am willing to implement a powerful leadership model in an attempt to change the nature of the existing organizational culture. Several aspects will guide me throughout the process such as moral courage, relativism, and human behavior.⁷ The ultimate objective is to ensure that specific goals such as truth and morality are pursued by the desired culture in the military unit. I will apply the concept of moral courage to focus on what is right, engage others, handle conflicts diligently, and ensure that every service member focuses on positive outcomes.

I believe that the use of a powerful change model will make it easier for me to set and maintain an effective and ethical command climate in my new unit. The selected model is Kotter’s change model (eight phases). The current scenario calls for an effective strategy to ensure that every service member is aware of the most appropriate ethical behaviors, practices, and values. The above information captured using Schein’s model of organizational culture reveals that several assumptions have not been taken seriously in the unit. This gap has catalyzed inappropriate behaviors that have affected the members’ morale and commitment levels.

As the new commander, I will begin by establishing a sense of urgency following the first step of Kotter’s model. During this phase, service members and leaders will be sensitized and empowered to focus on the unit’s aims. I will use the concept of motivation to empower every individual. I will also encourage every follower to avoid any form of complacency in the unit. This means that the individuals will be aware of the nature of the targeted dilemma and how/why it should be addressed immediately.

The second phase is to establish a powerful guiding coalition.⁸ Kotter’s model empowers me to select different commanders who can educate, guide, and inform service members about the most appropriate practices. The guiding coalition of commanders will ensure that every individual understands different attributes such as respect, honor, and integrity. This will be followed by the third step which focuses on the best vision. During the phase, I will come up with a new vision whereby soldiers and their respective leaders will be empowered to deliver meaningful results. This means that every stakeholder will be required to focus on an environment whereby ethical command can be implemented efficiently and successfully.⁹ This means that every person will be aware of the importance of existing assumptions and guidelines that can result in desirable behaviors and values in the unit.

The fourth step is communicating the outlined vision to every stakeholder. During this stage, soldiers and leaders will be updated about the vision and the best strategy to achieve it. As the new commander, I will be on the frontline to deliver or communicate the intended message to every group or team. I will appoint leaders and encourage them to pass the same message to their followers. The leaders will be required to act as role models and guide every service member to understand the importance of ethics whenever using social media platforms such as Facebook and Twitter.

The fifth stage will be to empower soldiers to work or focus on the communicated vision. During this stage, service members will be encouraged to get rid of old behaviors or practices. For example, they will be informed about the dangers of sharing their colleagues’ nude photos on social media. Every malpractice or misbehavior that appears to demoralize or affect the performance of others must be avoided.¹⁰ This kind of empowerment will ensure that every individual is involved, engaged, and willing to promote the best working environment in the unit.

I will use Kotter’s sixth stage to come up with short-term achievements or victories. During this phase, I will engage, educate, and guide others to implement the intended process immediately. Powerful values such as ethics, morality, and positive human behavior will be embraced to generate desirable momentum. I will highlight several case studies to describe how different divisions and battalions have achieved a lot due to the presence of positive organizational cultures. I will encourage different service members to empower one another in an attempt to achieve their potential. It will be appropriate to guide and encourage different leaders in the unit to empower their followers accordingly and outline short-term goals.¹¹ For example, service members will be guided to keep journal entries recording their daily activities and behavioral improvements.

I will go further to consolidate recorded achievements and focus on the best approaches to maintain desirable momentum. The short-term goals will be used as guidelines to encourage different service members to continue focusing on the best behaviors. They will also be empowered to support each other and create positive organizational dynamics. They will also be encouraged to focus on the principles of the military such as honor, respect, integrity, candor, and commitment. Every participant in the unit will also be empowered to be part of the ongoing change.

During the eighth stage, I will ensure that the new practices, ethical values, and approaches become part of the battalion. This means that aspects such as integrity, respect for one another, commitment, and focus on the unit’s goals will be embraced by every person in the battalion. The concept of continuous evaluation will be implemented in the unit to make sure that desirable outcomes are recorded in every department or function. The issue of empowerment will also be considered to ensure that different individuals are part of the newly-established organizational culture.¹² By so doing, the unit will have established an ethical and effective command climate. The unit will reap the benefits of the new climate by realizing its objectives and goals within the stipulated period.

Conclusion

The above discussion has explained how the presence of ineffective behaviors and unethical practices has the potential to affect the morale, effectiveness, and performance of battalions or military units. Schein’s model has indicated that the ignorance of specific assumptions creates a favorable environment for exhibiting undesirable behaviors and values. The case of Headquarters & Service Battalion shows how such misbehaviors can result in negative outcomes. The good news is that the proposed plan that is informed by Kotter’s model for organizational change has the potential to make a significant difference in the unit and support every service member.

Bibliography

Chatman, Jennifer, and Sandra Cha. “Leading by Leveraging Culture.” California Management Review 45, no. 4 (2003): 20-34.

deGrandpre, Andrew, and Jeff Schogol. “A Nude Photo Scandal has Shaken the Entire Marine Corps.” Marine Corps Times, 2017. Web.

“Kotter’s Eight Phases of Change.” In 100 Great Business Ideas: From Leading Companies Around the World, edited by Jeremy Kourdi, 129-131. Singapore: Marshall Cavendish Corporation, 2009.

Schein, Edgar. Jossey-Bass Business and Management: Organizational Culture and Leadership. 2nd ed. Hoboken: Jossey-Bass, 2010.

Footnotes

Andrew deGrandpre and Jeff Schogol, “A Nude Photo Scandal have Shaken the Entire Marine Corps,” Marine Corps Times, Web.
Edgar Schein, Jossey-Bass Business and Management: Organizational Culture and Leadership, 2nd ed. (Hoboken: Jossey-Bass, 2010), 7.
Edgar Schein, Jossey-Bass Business and Management, 8.
Jennifer Chatman and Sandra Cha, “Leading by Leveraging Culture,” California Management Review 45, no. 4 (2003): 20-34.
“Kotter’s Eight Phases of Change,” in 100 Great Business Ideas: From Leading Companies Around the World, ed. Jeremy Kourdi (Singapore: Marshall Cavendish Corporation, 2009), 129.
Edgar Schein, Jossey-Bass Business and Management, 9.
Jennifer Chatman and Sandra Cha, “Leading by Leveraging Culture,” 24.
Ibid., 26.
Jennifer Chatman and Sandra Cha, “Leading by Leveraging Culture,” 27.
Ibid., 25.
Edgar Schein, Jossey-Bass Business and Management, 12.
Jennifer Chatman and Sandra Cha, “Leading by Leveraging Culture,” 32.

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