Army Leadership Code Analysis

In this essay I will talk about the Army Leadership Code and its application, and about my personal ideal leadership model and how this fits in with the Army Leadership Code.

There are many leadership models. The British Army uses the Army Leadership Code (SO2 Leadership, 2017). It uses the acronym LEADERS to make it easier to remember, each letter standing for a tenet of the code. The first is Lead by example. The idea of this is of course in the word leadership. The Army deems it imperative that a leader sets the pace and the example for his or her subordinates to follow. The second is to Encourage thinking. A fine example of why this is vital in leadership is explained in The intelligently disobedient soldier (Clark, 2017). In his writing

Essentially it is the idea that everyone should have the same goal in mind, and should - as a team - work towards it. This will foster a team ethos and spirit, and will see the team work together to obtain their goal. By essentially having your team “buy in” to the idea of achieving this goal together, you motivate them to work as a team and will achieve better results. It is not enough to simply set that goal though, the leadership is integral to its completion and should strive towards it alongside their subordinates. For instance if there was a set list of jobs to be done, the leader should assist and direct when

It motivates them to search for answers and resolutions themselves, and thus develops their own character. It also ties in with one of the nine dimensions of servant leadership proposed by Robert C. Linden (1990), that of empowering. Encouraging one 's subordinates to think for themselves empowers them and gives them the tools to succeed. When demanding high performance the servant leader wants the team as a whole to achieve. This allows them to help develop, empower and provide direction for their subordinates. If and when they achieve these standards, it helps instil pride in the team, as well as aiding their development through the learning process. Indeed the servant leader thrives on helping their subordinates perform to a high standard, it is this that enables them to nurture them. It also helps them to encourage confidence in the team.

When recognising the strengths and weaknesses of the team, the servant leadership thrives in both empowering their subordinates to work to their strengths; but also in developing their weaknesses. By doing these, particularly developing the recognised weaknesses; they in effect serve their subordinates by helping to develop and better