Anyone can be a leader…right? I believe this is true because leaders don’t have to be the person in charge; however, in the lesson this week leadership is discussed more of like a managerial role. So for the purpose of this blog when I refer to a “leader” I’m talking about upper-level management. So for the US military I would say we are the exception to the rule when it comes to diversity issues. Gender, Race and Culture do not impact ones advancement opportunities as much as described in the private sector. In the Air Force all three still exist but that is where it ends. Extensive studies are completed to survey the leaders in today’s Air Force and the results represent the overall population of U.S. Air Force personnel. What I love about the military is we actually celebrate differences. For example I’ll discuss the military culture, culture defined as, “the learned behaviors characterizing the total way of life of members within any given society” (WC, L12, P.6). The Air Force is made up of many different cultures from people all over the world and just as the lesson material covers. A leader, leading individuals from different cultures must have an understanding of the differences those individuals value. Recognizing and supporting culture is so important to the mission in the Air Force that we have created our own subculture. This subculture is a mindset, a genuine belief and commitment to the oath of enlistment, the Air Force Core Values and an infectious responsibility to our country. Military members must adapt the Air Force culture as their own to be successful. This doesn’t mean that their culture is lost or not important because just the opposite happens, it’s embraced and it’s what makes the lifestyle great. I also believe the military culture falls in line with the Social Dominance Theory. I believe this because we are organized into hierarchies of status; however, it’s based on rank and age. Just like the lesson says “How many seventeen year olds would have the necessary experiences to run a fortune 500 company? Not many.” (WC, L12, P.8). The military is the same way, everyone starts at the bottom and each person has the same opportunities to more to the top, regardless of race, culture and gender. So in this case I believe the age discrimination is lawful and needed to operate as an effective military.
References
Pennsylvania State University World Campus. (2013). PSYCH 485: Leadership in Work
Settings. Lesson 12, Authentic Leadership Retrieved from:
https://courses.worldcampus.psu.edu/fa13/psych485/002/content/13_lesson/06_page.html
https://courses.worldcampus.psu.edu/fa13/psych485/002/content/13_lesson/08_page.html
Jason,
You bring up some valid points, and great observations when it comes to the culture of the military and the cultural background of those who enlist. I agree that it is great that our military celebrates differences as that allows for a more diverse group or leadership styles and approaches. The vast differences within the leadership will allow for more connections with subordinates which in turn will help ensure the success of a task or mission. The Social Dominance Theory is embraced by our military – as you stated, because of the organization within the ranks and the leadership roles. But, where you lost me is when you state you believe that age discrimination is lawful and needed to operate as an effective military. I personally feel there is no room for any discrimination within the military. I enlisted in the Army as an Airborne Infantryman in 1996. Throughout my career I moved up in rank, and I reclassified into Aviation. I have come across older than normal enlisted, such as a 45 year old E-4 who signed up to – as he said “do his part after 9/11”. I have also flown with a 20 year old Warrant Officer that could not even partake in adult beverages on the weekend…lawfully. I have also known 50+ year old Warrant Officers that reverted from LT. Colonel (O-5) because they missed being in the cockpit and no longer wanted to fly a desk. Each and everyone Soldier brought experience to the rank and role they were in, even that young Warrant believe it or not. In the Army you do not get kicked out if you are a certain rank and a certain age – but you will be kicked out if you are not able to be promoted due to incompetence. Perhaps there are Soldiers who choose not to go in front of a promotion board because they would be promoting themselves out of job/position they truly enjoy and feel job satisfaction trumps the bump in pay and rank advancement, or as I mentioned before there are those who choose to demote themselves because they reached the professional level that had set as a goal and now they choose to take a step back for whatever reason. Age has no place in rank promotion or demotion, but what truly matters is leadership ability and job satisfaction.
Andrew
Diversity in the workplace is a wonderful thing in my opinion. As an Air Force veteran, I can tell you that I was very shocked when I arrived at my duty station and saw such a diverse mix of men and women from all over the country, and at all levels, from low level enlisted, to high ranking officers.
After getting out I decided to become a federal employee, which much to my surprise, was nothing like Active Duty. Most of the leadership is comprised of middle-aged white men, all with the same agenda: ride it out until retirement. One person cannot change the climate, but more women in management positions might give a fresh perspective to some employees, enough to change the beliefs and culture for future generations of employees.