I just stepped off the bus in San Antonio, TX along with about 500 other kids that were wet behind the ears. We all were rushed into a large building where the lights were very dim. We all came to serve our country in the world’s best military, more specifically the Air Force. I could hear the taps on the bottom of the instructors clacking down the hall. As we as anxiously awaited his approach, I could hear someone crying in the distance and someone trying to comfort her. GET IN LINE!!! The instructor yelled. We all attempted to get into a formation. FOLLOW ME! As we did, all sorts of thoughts went through my head. I was indeed in basic training, and I wondered what was to come in the following days. The days were long, hot and exhausting, but once boot camp was finally over, I felt something that I never felt before. I was apart of a group that would make a great impact. I was in the Air Force.
After I received my training, my first few days working in the Air Force was an adjustment. I wasn’t quite use to working with a team, but I adjusted. There appeared to be both, initiating and consideration structure in place at the workplace. According to The Ohio State studies, we followed this model perfectly. Tasks to be done outlined, roles were clearly defined and everything was scheduled in a computer so that we would know when and what the next tasks were and what to do. (Northouse, 72). Leadership was big on keeping camaraderie high as this was one of the focal points of the military. On a daily basis teamwork was emphasized. We knew that we all were working towards a goal and our job was to get there as quickly and efficiently as possible.
On the other hand, one of the things that I began to notice was that the lower in the ranks a person was the more of a production orientation began to take hold. Lower ranking airman were considered the workhorses and the higher ranking airman were more employee oriented. I would see leadership go to get their hair cut, take time off for personal issues, while this same behavior was frowned upon when the lower ranking airman did it.
Furthermore, I do believe that the leadership style, in my office in particular, fell in the Team Management leadership style category. According to Northouse, Team Management rates high in the concern for people and high in the concern for results (p. 76). Other than being a bit frustrated at times, I do recall our well being as airman being valued. Additionally, there was never a time where anything less that excellent was acceptable as the outcome of our work. The ultimate goal was to maintain trust and respecting our leaders was a must.
To conclude, the behavioral approach model was what I learned while I served my time in the military. Although other offices and teams were different, I learned that when we performed well and produced excellent work, we were rewarded with acknowledgement and high praise. These are characteristics that I have kept and maintained since I left the military.
Northouse, Peter G. (2015) Leadership: Theory and Practice (7th ed.) Thousand Oaks, CA: SAGE Publications.