DCSC

Military Leadership Induction

Course For 13thBatch
Sep -2018
Addis Ababa
 My Profile
Hailemariam Teklehaimanot
Military Rank- Maj
 Academic Rank - Lecturer
 BA( management development, ECSU)
 MA (HRM & Organizational Dev, AAU)
Graduating Class in MA in Peace and Security
AAU
 Many relevant military and civil courses
 FUNDAMENTALS OF
LEADERSHIP
1. Concept of Leadership, Management, Command and their
Relation

2. Leadership :ability of Influencing people

3. Leadership as a process

4. The Basis of Leadership

5. Leadership Levels

6. Leadership Styles
 Motivation Questions
How do you define leadership?
Do you think that there any difference
between leadership in the army and
leadership in other organizations?
Discuss and Write down Your
reflection about it and share your idea
to your classmates.
 Concept of Leadership, Management, Command and their Relation

• Leadership in the ancient world was highly linked

with leading wars or with those who had in power
(kings and royal families, warlords etc).
• Since, the emergencies of scientific management
and industrial revolution in the 1970s/1980s,
leadership theories and literatures have remained
part of management. However, the dynamic
changes occurring in various sectors including the
military, political, economic, and technological
changes have contributed to the development of
leadership to become distinct discipline in the
academic and policy practice arena
Besides, an organizational mission
accomplishment and sharp competition
highly depends on having and retaining
competent employees in a given
organization.
Numerous researches and findings prove
that, managing works and satisfying the
financial and material needs of
organizational members are not the sole
factors to realize organizational objectives.
• Getting the heart and mind of people,
building mutual trust between leaders, and
followers and subordinates become crucial
factors to have and retain competent
members and to attain organizational
purpose at large.
• Leadership would mean different
things to different people
There is no universally accepted or a
standard definition for leadership.
Some say it is a process, some say it is
ability, others say it is a relationship.
Samples of some representative
definitions of leadership are listed as
follows:
• Leadership is a relationship between those who aspire to lead
and those who choose to follow”. (Kouzes & Posner, 2002).
• “Leadership is a process whereby an individual influences a
group of individuals to achieve a common goal”. (Northouse,
2004)
• “Leadership is the influencing process of leaders and
followers to achieve organizational objectives through
changes”. (Lussier & Achua, 2004)
• “Leadership is the behavior of an individual… directing the
activities of a group toward a shared goal”. (Hemphill &
Coons, 1957)
• “Leadership is the influential increment over and above
mechanical compliance with the routine directives of the
organization” (D.Katz & Kahn, 1978)
Leadership is the process of influencing the activities of an
organized group toward goal achievement” (Rauch & Behling,
1984)
“Leadership is a process of giving purpose (meaningful direction)
to collective effort, and causing willing effort to be expended
to achieve purpose” (Jacobs & Jacques, 1990)
“Leadership is the ability to step outside the culture… to start
evolutionary change processes that are more adaptive” (E.H.
Schein, 1992)
“Leadership is the process of making sense of what people are
doing together so that people will understand and be
committed” (Drath & Palus, 1994)
“Leadership is about articulating visions, embedding values and
creating the environment within which things can be
accomplished” (Richards & Engle, 1986).
 Leadership is an art of inspiring subordinates to perform their
duties willingly, completely, enthusiastically to wards the
achievement of organizational goals.

 “Leadership is about the ability to inspire, develop and

reinforce in ourselves and others the Core Values of the Army
so that we ‘Do the right thing on a difficult day, when no one
is watching”
The most accepted definition of Leadership is:

Leadership is the process of influencing

people by providing purpose, direction, and
motivation while operating to accomplish
the mission and improving the organization.
• Influencing: is getting others - soldiers, civil servants
in the military and other stakeholders to do what is
necessary.
• Influencing enables to pursue subordinates to
achieve mission willingly and to do what they do not
want to do.
• Influencing is the most basic and important quality of
Military Leadership.
• It is necessary to Influence subordinates to carry out
requests or orders and implement decisions.
 Leadership is a science

It is a sciences
• B/c of developing certain principles or laws which are
applicable in a place where a group of activities are
coordinated.
• Science fulfils the following characteristics
The availability of:
 scientific method/approach,
 clear concepts, theories, experiments
 accumulated knowledge developed from
observation, hypotheses, experimentation and
analysis.
 Leadership is art
An art is
 the practices,
 know how,
 the subjective judgment,
 the intuition,
 doing things in light of situation,
 the rule of thumb,
 trial and error approach.
So, leadership is an art in the sense of possessing skill
by the leader.
Leadership is both a science and an art
 Management
• Management is defined as the attainment of
organizational goals in an effective and
efficient manner through planning, organizing,
leading, and controlling organizational
resources.
• It is the allocation and control of resources
(human, material and financial) to achieve the
goals and objectives of the organization.
 Management
Is an science and art of getting things done by group
of people with effective utilization of available
resources.
• It is a process of managerial functions:
 Planning
 Organizing
 Staffing
 Directing and
 controlling activities and resources to accomplish
organization objectives.
 Command

• Command has a legal and constitutional status.

• As codified in the FDRE constitution, Article 74/1
states, “The Prime Minister is the Chief executive, the
chairman of the council of Ministers and the
commander – in – chief of the national armed
forces.” Therefore, command is vested in a
commander by higher authority and gives him
direction (often encapsulated in a mission) that
assigns forces to him, to accomplish that mission.
 Cont…
• Command is the highest responsibility that
can be entrusted to an officer. ‘The exercise of
command’ includes the process by which a
commander makes decisions, impresses his
will upon, and transmits (tells) his intention to
his subordinates.
• Therefore, it encompasses the authority,
responsibility and duty to act
Command
 Is the authority that a commander in the military service lawfully
exercises over subordinates by virtue of rank or assignment.
 It includes leadership, authority, responsibility,
 and accountability for effectively using available resources in
planning, organizing, directing, and controlling the employment of
military forces to accomplish assigned missions.

 It also includes also responsibility for unit readiness, health,

welfare, morale, and discipline of assigned personnel.

 As indicated in the above definition command is a position of

authority that has legal base.
 Leadership Vs management
What is the difference between management
and leadership?
The biggest difference between managers and
leaders is the way they motivate the people
who work or follow them, and this sets the
tone for most other aspects of what they do.
• Management is about controlling and problem solving
but
• leadership is about setting direction, developing a
vision of the future and strategies for achieving the
vision.
• Management requires the capability to deploy a range of
techniques and skills to enhance and facilitate the
planning ,organizing and execution of the business,
Leadership requires the skills of influencing people.
While each is discrete in theory, in practice the functions
of command, leadership, and management are fully
interdependent.
 The view of the differences between
managers and leaders

• Manager administers; leader innovates.

• manager is a copy; leader is an original.
• manager maintains; leader develops.
• manager focuses on systems and structure;
leader on people.
• manager relies on control; leader inspires trust.
• manager accepts reality; leader investigates it.
• manager has a short-range view; leader has long-
range perspective.
• manager asks how and when; leader asks
what and why.
• manager has his or her eye always on the
bottom line; leader has his or her eye on
the horizon.
• manager imitates; leader originates.
• manager accepts the status quo; leader
challenges it.
• manager does things right; leader does the
right thing.
 Command

Leadership Management

Figure 1:A Simple Interrelationship

between Command, Leadership and
Management
2. Leadership: Ability of Influencing people
 Influencing is getting people to do what are necessary.
 Influencing entails more than simply passing along
orders.
Through words and personal example, leaders influence their
people by giving purpose, direction, and motivation.
Personal examples are as important as spoken words.
The components of Influencing process are:
 Purpose, vision and mission
 Direction,
 Motivation,
 Operating and Improving
A.Purpose and Vision
• Purpose gives subordinates the reason to act in order to
achieve a desired outcome. Leaders should provide clear
purpose for their followers and do that in a variety of ways.
• Vision is another way that leaders can provide purpose.
It is statement describes what an institution aspires to
become in the future and the values it enshrines.
Example the vision of command and staff college
Strive to be center of excellence for creating and
development of higher Military officers in Military
science and skill of Leadership
• Mission
An effective mission statement will be clear, precise and
transparent about commitments, long-term goals and
values.
• Example the Mission of command and staff college
 Educate and train officers and produce professional,
mission oriented
 Strive to be center of research in doctrinal issues
 Create strong r/p with the local community and
participate in peace and security
B. Direction

• Providing clear direction involves communicating how to

accomplish a mission: prioritizing tasks, assigning
responsibility for completion, and ensuring subordinates
understand the standard. Although subordinates want and
need direction, they expect challenging tasks, quality
training, and adequate resources.

• Providing clear direction allows followers the freedom

to modify plans and orders to adapt to changing
circumstances.
C. Motivation
Motivation is an internal process that makes a person
move toward a goal. Motivation supplies the will to do
what is necessary to accomplish a mission.
Motivation comes from within, but is affected by
others’ actions and words.
A leader’s role in motivation is to understand the needs
and desires of others, to align and elevate individual drives
into team goals, and to influence others and accomplish
those larger aims.
D. Operating
Operating encompasses the actions taken to influence
others to accomplish missions and to set the stage for future
operations.

E. Improving
Improving for the future means capturing and acting on
important lessons of ongoing and completed projects and
missions. Sometimes after one task (mission) is
completed, to ensure that all tasks are done properly
according to the predefined standard, we conducts an
after-action review (AAR).
3. Leadership as a Process
The three factors of leadership are:
• the leader,
• the led (follower), and
• the situation/environment
These factors of leadership are always present
and affect the actions you should take and,
when you should take them.

L= f(L,F,S,)
A. Leader
 Leaders are individuals who have the
competence and ability to appreciate and
articulate a shared vision of the future.
 They have a power to influence the behavior of
their followers towards achieving both
organizational and personal goals.
One of multiple qualities of a leader is the ability
to create willing and committed followers.
• A leader by its meaning is one who goes first and
leads by example, so that others are motivated to
follow him.
• A good leader gets others to follow him with respect
and commitment rather than fear and compliance.
• To be a leader, a person must have a deep-rooted
commitment to the goal that he will strive to achieve
it
• Successful leader is an individual who understands
him/herself, the organization, the environment in
which he/she operates and the people that he
privileged to lead.
B. The Led
• The led are the people who follow the leader.
• Different people require different styles of
leadership.
For example, a new subordinate requires more
supervision than experienced ones.
C. The Situation
 All situations are different.
 What you do in one situation will not always work
in another.
 You must use your judgment to decide the best
course of action and the leadership style needed for
each situation.
What Military Leadership Makes
Different From Other Leadership
Areas ?
High degree of mission sensitivity
Dealing with life and huge National resources
Painful consequences which may affects the vital
or major interest of the nation
Battle environment
-High risks
- Unexpected events
- High mental and physical stress
4. The Basis of Leadership
• All Army members and civilians must have a basis of
understanding for what leadership is and does.
• The definitions of leadership and leaders address their sources of
strength in deep-rooted
A. values,
B. Warrior Ethos,
C. professional competence,
D. professional development,
E. knowledge to lead. Leaders apply this knowledge within a
spectrum of established competencies to achieve successful mission
accomplishment.
A. Values
 Army values is common beliefs of defense member
about what is right and wrong and what is most
important in army life, which control their behavior.

For Example: the MoND of FDRE Values are:

 Priority to the people and nation interest before own
self;
 All round personality at all circumstances;
 Having un curtailed democratic thinking;
 Better and quality achievment in every task, duty
and conditions.
 These values are the baseline, core, and foundation of
every soldier. This are shared values which everything
stand and also obligatory for everyone in the institution.
B. Warrior Ethos
► The Warrior Ethos refers refusal of failure, which is the
professional attitudes and beliefs.
►The Warrior Ethos will be developed and sustained through
discipline, and commitment to heritage B/c is foundation for
winning.
►It fuels the fire to fight through any demanding conditions no
matter the time or effort required.
It is quite another to sustain the will to win when the situation looks
hopeless and shows no indication of getting better, when being
away from home and family is already a profound or very great
hardship.
Competency is set of knowledge, skills and abilities
that impacts leader behavior and performance.
Professional C. Professional competence
competency is based on the Knowledge and skill of
military leadership, which refers to
 conceptual(critical thinking, creative thinking,
critical reasoning ,and ethical reasoning),
 interpersonal( communicating, supervising, and
counseling) and
 technical( use procedure and technique) skill.
D. Professional development
 As knowledge is dynamic every leader
regardless of his level, should strive to lift up his
knowledge and prepare for next level of
leadership.
E. Knowledge to lead .
 Leaders apply this knowledge within a
spectrum of established competencies to achieve
successful mission accomplishment.
 5. Levels of Leadership
• Issues and problems that are created in one
organization varies due to the cause and the solution
required to solve the problem.

• These various problem-solution combinations

require different levels of leadership.

• Taking this and other factors the level of leadership

is categorized as:
A. Tactical.
B. Operational and
C. Strategic,
A. Tactical leadership
• Tactical commands are face-to-face leadership. It
takes place in those organization /units/ where
subordinate are used to seeing their leaders all the
time.
• Tactical command develop their subordinate one-
on-one, they also influence their organization/unit/
through their subordinates.
• For direct leaders there is more certainty and less
complexity than of operational and strategic leaders.
• Direct leaders are close enough to severely quickly
problems.
Tactical command Mission:-
 Ensuring sustained combat readiness;
 Ensuring security of unit;
 leading unit training and
 Ensuring technical and tactical skills.
.
 Based on the rule and regulation of the Army,
• Executing the given mission and tasks
effectively and efficiently,
• Creating a good opportunity to sustain the unit
capability,
• Internalize the Army values,
• Creating sustainable peace and stability with in
the area of responsibility,
• Developing himself to be operational leader
B. Operational leadership
• Operational leaders influence several hundred to
several thousand people.

• They do this indirectly, generally through more

levels of subordinates than do direct leaders.

• The additional levels of subordinates can make it

more difficult for them to see and judge
immediate results.
Operational command mission
Ensuring combat capability and readiness of the unit
Responsibility to ensuring tactical and technical
competence as well as constitutional mission of the unit
Creating sustainable peace and stability with in the area
of responsibility
Developing and improving the unit capability by
continuous training
Implementation of Institutional reform in coordination
with permanent combat readiness
Responsibility to create an environment that enables and
supports people within the organization to learn from
their experiences and those of others
C. Strategic Leadership
• Strategic leaders include military and Army civilian leaders
at the Defense level.
• Strategic leaders are responsible for large organizations and
influence several thousand to hundreds of thousands of
people.
• They establish force structure, allocate resources,
communicate strategic vision, and prepare their commands
and the Army as a whole for their future roles.
• Strategic leaders work in uncertain environments that present
highly complex problems affecting or affected by events and
organizations outside the Army.
• Strategic leaders apply all core leader competencies they
acquired as Tactical and operational leaders, while further
adapting them to the more complex realities of their strategic
6. COMMON TYPES OF LEADERSHIP STYLE

• Directing leadership style

• Participating leadership style

• Delegating leadership style

• Transformational leadership style

• Transactional leadership style

1. Directing leadership style

• A leader is using the directing leadership style when he

tells subordinates what, how, where, and when he wants
it done and then supervises closely to ensure they follow
his directions.
• This style is clearly appropriate when time is short and
you alone know what needs and how to do it.

2. Participating leadership style

• A leader is using the participating style when he involves
subordinates in determining what to do and how to do it.

• The leader asks for information and recommendations;

however, he still makes the decisions. He simply gets
advice from subordinates before making the decision.
3. Delegating leadership style
• A leader is using the delegating style when he
delegates problem-solving and decision-making
authority to a subordinate or to a group of
subordinates.
• This style is appropriate when dealing with mature
subordinates who support your goals and are
competent and motivated to perform the task
delegated.
• While you are always accountable to your leader for
the results of any task you delegate, you must hold
your subordinates accountable to you for their
actions and performance.
4. Transformational leadership style
• Transformational leadership is a leadership style that is
defined as leadership that creates valuable and positive
change in the followers.
• A transformational leader focuses on "transforming"
others to help each other, to look out for each other, to be
encouraging and harmonious, and to look out for the
organization as a whole.
• In this leadership, the leader enhances the motivation,
morale and performance of his follower group.
5. Transactional leadership style

• Includes such techniques as motivating subordinates to

work by offering reward or threatening punishment
/carrot and stick/.

• Prescribing task assignments in writing; outlining all the

conditions of task completion, the applicable rule and
regulations; the benefits of success, and the consequence
to include possible disciplinary actions- failure.
2.4. Principles of Leadership
 Know yourself and seek self-improvement.
 Be technically and tactically proficient.
 Seek responsibility and take responsibility for your
actions.
 Make sound and timely decisions.
 Set the example.
 Know your soldiers and look out for their well-
being.
 Keep your subordinates informed.

 Develop a sense of responsibility in your

subordinate.

 Ensure the task is understood, supervised, and

accomplished.

 Build the team.

 Employ your unit accordance with its capabilities.

Q&A
Thank you