Interpersonal Skills: A Key to Effective Leadership

214 Pages·2014·2.58 MB·English

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1. REPORT DATE 3. DATES COVERED
2008 2. REPORT TYPE 00-00-2008 to 00-00-2008
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Perspectives on Leadership
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Perspectives
on
Leadership
A compilation of thought-worthy essays from the
faculty and staff of the Army’s premier educational
institution for Civilian Leadership and Management,
the Army Management Staff College.
2008
This essay compilation is intended for the further education, motivation and
inspiration of leaders and those who will lead. Perspectives on Leadership
presents professional information, but the views expressed herein are those of
the authors, not the Army Management Staff College (AMSC), Department
of the Army, Department of Defense, or the U.S. Government. The content
does not reflect the official U.S. Army position and does not change or
supersede any information in other official U.S. Army publications. Authors
are responsible for the accuracy and source documentation of material
they provide. AMSC is the leader development element of Army Civilian
University.
Executive Editor: Colonel Garland H. Williams, Ph. D.
Managing Editor: Jennifer A. Brennan
Editor: Deanie Deitterick
Design & Desktop Publishing: Patrick B. Morrow
Support Staff: David S. Burdick
Jennifer M. Spangler
Heather Deitterick
ISBN 978-0-9820387-0-3
Army Management Staff College Perspectives on
Leadership is dedicated to the Civilians and Soldiers
of the United States Army who defend America’s ideals
and freedoms, both at home and in distant lands.
ARMY MANAGEMENT STAFF COLLEGE - PERSPECTIVES ON LEADERSHIP
AMSC Mission - Vision - Goals - Values
MISSION:
• Educates and prepares civilian and Military leaders to assume
leadership and management responsibilities throughout the Army
• Acts as Army Training and Doctrine Command’s lead agent for the
Civilian Education System curriculum
• Conducts research on Civilian Leadership and Installation
Management
VISION:
• A Recognized Source for Leader Development
• Guiding Principles: Inspiring lifelong learning and service for the
Army Civilian Corps
• The Center of Excellence in leadership and management for Army,
Joint, and Interagency professionals
• Educating leaders in support of the Warfighter
• Relevant for the Army and the Nation
• A collaborative, meaningful research and learning environment
GOALS:
• Graduates who can lead and manage organizations
• An environment conducive to learning in both resident and Distributed
Learning
• Recruit, support, and retain a highly qualified workforce
VALUES: In all its activities, the Army Management Staff College will
promote:
• Excellence: Relevant commitment to leadership management,
knowledge development, and innovation
• Communication: Respect academic exchange of diverse ideas and
thoughts that encourage mutual creativity and trust
• Community: Recognize the importance of people and show concern
for their health and well-being
• Professionalism: Reflect the highest standards of Military and Civilian
service
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Table of Contents
FOREWORD 1
Pete Geren, Secretary of the Army
PREPARING TO LEAD 2
1. Followership: The Underappreciated Component of Leadership 3
Colonel Garland H. Williams, Ph.D., Commandant
The Army expends most of its resources educating a fraction of its members,
communicating their value to the institution, and establishing career paths
founded on assessing selected leadership characteristics—while ignoring the
vast majority who “merely” follow. This strategy is inadequate for honing
the required skills within the rapidly transforming strategic environment that
will prevail for the foreseeable future.
2. Interpersonal Skills: A Key to Effective Leadership 19
Charles Stokes, Professor of Civilian Leader Development
In order to affect success while in a leadership position, there are certain
skills that effective leaders must have. These skills can be collectively
referred to as interpersonal skills or “people skills.”
3. Intergenerational Diversity: A Leadership Tool 33
Arthur P. McMahan, Ph.D., Director of Educational Services
Awareness of generational diversity and the implications of having three
or four generations of followers working on the same team can prove
beneficial to leaders interested in maximizing efficiency and effectiveness.
LEVERAGING LEADER ASSETS 44
1. Leadership via the Eyes of the Follower: Somebody’s Watching You 45
Darrin Graham, Ed.D., Professor of Civilian Leader Development
Leaders solve complex ill-structured problems daily, but many fail to
understand their role through the eyes of their followers, which if handled
incorrectly could become a problem.
2. Core Values: The Essence of Leadership in the 21st Century 56
James Jarrett, Professor of Civilian Leader Development
Establishing core values is a critical function if leaders are to lead their
organization to greatness. The goals, decisions, and actions of leaders
must be inextricably aligned with their true core values to obtain personal
and organizational success.
ARMY MANAGEMENT STAFF COLLEGE - PERSPECTIVES ON LEADERSHIP
3. Mastering Teambuilding Principles 66
Kathy Strand, Professor of Civilian Leader Development
Investigating theories surrounding effective teambuilding using sports
teams as a reference point for exploration.
4. Leadership and Emotional Intelligence 78
Constance Yelverton, Professor of Civilian Leader Development
Focussing on the cornerstone belief that Emotional Intelligence Quotient is
key for effective leadership skills that are needed to meet the challenges
the Army faces today and in the future.
5. Women and Minority Leaders in the Federal Government 86
Angela Parham, Ph.D., Professor of Civilian Leader Development
Focussing on the under-representation of women and minorities in middle
and advanced leadership positions in the Federal Government
6. Distributed Learning: A Leadership Multiplier 97
Sidney Ricks, Professor of Civilian Leader Development
Diminishing resources and additional requirements for the Global War on
Terrorism will force the Army to look at different methods of training and
developing leaders that are cost conscious and get maximum bang for the
buck.
7. Leveraging Self-Synchronization - A Leaders Art in Network
Centric Warfare 106
Jim Geter, Technology and Operations Specialist
Leaders should explore the vast capability realized from self- synchronization
in a network-centric Military organization and leverage the capability in
Network Centric Warfare.
STRENGTHENING LEADERSHIP SKILLS 115
1. The Leader’s Role in Increasing Ethical Reasoning Ability of Followers 116
Pamela Raymer, Ed.D., Dean of Academics
To translate a set of values, abstractly defined, to the ability to act ethically
means moving those values across a chasm filled with ambiguous, complex,
multiple variables. The challenge for leaders is to find ways to enhance the
ethical reasoning ability of followers to more successfully cross that chasm
and, in so doing, personify moral character.
ARMY MANAGEMENT STAFF COLLEGE - PERSPECTIVES ON LEADERSHIP
2. The Role of Transformational Leadership: Lessons Learned from
Visionary Leaders 127
Deloris Willis and Judy Thompson-Moore, Professors of Civilian
Leader Development
The positive aspects of having the attributes of a transformational leader.
3. Redefining Army Leadership: Has the Be, Know, Do Model Been All that
it Can Be? 145
Fiona J. Burdick, Ph.D., Professor of Civilian Leader Development, and
David S. Burdick, Professor of Installation Management
Army leadership is much more than occupying a position of influence,
power, and responsibility over others—rather, it is the quality of the
relationships developed and sustained among unit members that
contribute most significantly to an Army unit is success.
4. Civilians as Micro-Strategists 157
Roy Eichhorn, Director of Research and Development
While much has been written about building strategists for the Military side
of the Army, this essay addresses various questions as they relate
to the Army Civilian Corps and the Army’s Generating Force.
5. The Motivation Factor: The Invisible Barriers to Organizational
Effectiveness 169
Alton Dunham and Karen Spurgeon, Ed.D., Professors of Civilian
Leader Development
Common sense look at how the real meaning of motivation becomes obvious
when people look below the surface at underlying de-motivators and then
recognize the significance these elements play in organizational failure.
6. Leading Change Through Investment 178
John Plifka, Civilian Education System Basic Course Director,
and Wayne Ditto, Professor of Civilian Leader Development
If the Army fails to change its thinking about Leader Development
investment, we will become ineffective and fail to build the bench.
AUTHOR BIOGRAPHIES 196
AMSC HISTORY 202