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Vroom-Yetton Model: The Use Of The Situational Leadership Model

480 Words2 Pages

The situational leadership theory emphasizes on assessing the circumstance and adapting a leadership style that fits the situation. This theory analyzes follower development, which the leader evaluates the situation, then determines the experience level of the follower, and then the leader adapts by choosing a leadership style centered on situational variables. The situational leadership theory would be most appropriate for creating change in the military because when a crisis emerges, for example a war. An approach to situational leadership in the military is when leaders change their style in accordance with their subordinates, for example transactional leadership or task-oriented leadership. According to Vecchio, Bullis, and Brazil (2006) the U.S. Army and the U.S. Air Force use situational leadership theory to train commissioned officers and noncommissioned officers. The military often teaches leadership through training courses at almost every command where instructors are responsible for …show more content…

Why military leadership is often associated with autocratic leadership trait? According to Duncan, LaFrance, and Ginter (2003) leadership theories have been used to determine if the autocratic leadership stereotype is true. Duncan, LaFrance, and Ginter’s (2003) study utilizes the Vroom-Yetton Model to identify decision effectiveness and its influences such as the quality of the decision, subordinate acceptance of the decision, and decision time requirement. They apply leadership and decision making to military leaders in historical battles to support their findings on military decision making, which certain leadership and decision making styles matter during a crisis such as war. Applying leadership theory in military training is vital for creating change in the

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According to the United States Army Training and Doctrine Command (TRADOC)(2015), the development of competent, committed professional leaders of character is imperative to the readiness of our Army (TRADOC, 2015, p.3). The Noncommissioned Officer (NCO) 2020 Strategy is a plan developed by TRADOC (2015) that ensures our future NCOs are those competent, committed professionals of character that we need in our NCO Corps ( TRADOC, 2015, p.3-4). The NCO 2020 Strategy provides the, “guidance on ends, ways, and means for developing NCOs that exercise Mission Command while planning, preparing, executing, and assessing Unified Land Operations to meet the challenges of the 21st Century and preserve the combat readiness of our force” (TRADOC, 2015, p.3). Headquarters, Department of the Army (HQDA) (2006) defines leadership as, “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization” (HQDA, 2006, p.1-2).

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HOW FIELD GRADE OFFICERS LEAD IN THE DEVELOPMENT OF ORGANIZATIONS AND LEADERS TO ACHIEVE RESULTS As a field grade officer in the U.S. Army, there will always be challenges and opportunities to lead organizations and leaders in order to sustain positive results. Per the ADRP 6-22, Army Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADP 6-22). As the incoming Brigade Commander of the 4th ABCT, there are significant challenges within the brigade that need to be addressed and resolved. In order to correct the deficiencies of the Brigade, as the incoming Commander, the Leadership Requirement Model is a great reference as to what leaders need

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The 56th Armored Brigade Combat Team (ABCT), widely considered at one point in time as one of the elite ABCTs in the maneuver brigades in Forces Command, however it later encountered a variety of leadership problems before, during, and after its deployments. It is not surprising that my fellow leaders in the organization, COL Timmons and CSM Rose would face challenges, problems, or issues. The main concern in this case study points out how the leaders dealt or faced the challenges, which makes all the difference in the world when leading an organization. Failing to adapt to new challenges or complexities that the brigade faced aided and contributed to the downward movement of the organization as a damaged unit. Additionally the perception

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Leaders need to train, educate, and mentor Soldiers. Using the leadership-training model, leaders can over time support the overall mission. Leaders use the operational domain by training, along with experience and education. The institutional domain starts with military and civilian education. Experience and training work together simultaneously.

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Developing leaders is a viable benefit the Army possesses that cannot be replaced by technology or advanced weaponry and platforms.1 The development of soldiers is the most important for building and leading company-sized elements in today's ever-changing operational environment. Army Regulation 600-100 defines leader development as the "deliberate, continuous, sequential, and progressive process, grounded in Army Values that grows Soldiers and civilians into competent and confident leaders capable of decisive action. "2 Several of the roads a soldier will head down, a leader has already crossed.

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Since September 11, 2001, war has lessen the caliber of Soldier that is in the military, this applies to leaders and subordinates. Leaders are not doing their due diligence and genuinely learning about their Soldiers. Learning what strengths and impuissance’s they possess, this leads to incongruous utilization. If you do not ken what they are capable of, then how will you ken how to utilize them? A great way to fine-tune this is by customary counseling.

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As you read this paper, my goal is to give you a clear understanding of my philosophy leadership. I will talk about what I expect from my Soldiers, what can be expected of me, and things that are most important to me as a leader. Things like having good communication and listening skills, developing young leaders, and being able to adapt to different situations. I learned very early in my military career that there are many different types of leadership styles and none are the same, similar but not the same. As a young noncommissioned officer, I began taking good and bad leadership traits to start forming my own style of leadership.

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Leaders are always the center of every community, such as a business, social groups, or religion. All these communities have a close personal interaction and communication always dominates the way leaders interact with their followers. The Army leadership requirement model was developed in order to serve as a guide and to meet all the changing demands and needs of all leaders, making a better community. The model is important because it encourages leaders to influence subordinates and followers with a social influence not just their power to get a mission done (Department of the Army,

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Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”.

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My training occurred in one of the finest leadership schools in the world: the United States Marine Corps. Consequently, my instruction was not delivered by a professor in a university lecture hall. Rather, my leadership skills were acquired through interaction with every Marine leader I met; in every moment of every hour of every day; in every detail, every action, and every contingency. For ten years as a Marine officer, I was immersed in a culture of excellence built upon a foundation of teamwork, shared sacrifice, and core values which inculcated within me an indelible understanding of the importance of leadership. Former Commandant of the Marine Corps, General John Lejeune, once said, “Leadership is the sum of those qualities of intellect,

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McLean (May 2012) wrote a monograph about leadership and stated the “Army is in state of transition after 10 years of war, and history has shown leadership lessons can be lost during a transition period. He believed that the Army leadership concept should just go back to the basics. If a leader was well equipped with leadership principles this will create good leaders for Soldiers. MAJ McLean strongly believe that leaders today have a great responsibility to revise the new leadership doctrine in preparation for future was but also use the example which have been proven success in the past. I agree with MAJ McLean we as leaders need to have an input in what future leaders need to look and

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The leader will use different powers kept the follows on topic and engage to the goal. The leader/follower situation framework contains the elements: leader, follower, and situation. The framework lays out a way for leaders to learn their role because the leader need to gain power and hold

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Contingency theories put forth the idea that the success of a leader hinges on the specific situation at hand. A situation can be proven effective based on the leader or the leadership style attached. The factors that would determine this would include the task, the personality of the leader and the composition of the group that is meant to be led. Its basic assumption is that leadership-success or failure – is situational. There are a number of sub-theories that fall under the general contingency umbrella.

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Furthermore, a study made by Amit et al about leadership-shaping experience found that a group of soldiers who had more leadership experiences were perceived to be leaders compared to those who did not . This points to the fact that exercises in self-development and discipline were key to building leadership qualities. Leaders as mentioned before are role-models in society and when those leadership qualities are nurtured, the society as a whole benefits from them.

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The situational leadership theory would explain why the members of our team more adept in presenting skills took the leadership role, this being in accordance with situational demands and

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