The US Army is an interesting setting, where US citizens from all walks of life come together to fulfill a national security mission. I am a firm believer that the US Army could sustain itself without the help of outside organizations. However, I also believe that the US civilization would and could not exist without the support of the US Army. The daily global threats from state actors, international terrorist organizations and foreign intelligence entities remind us why we serve US citizens. The US Army’s model of servant leadership helps sustain operations, complete the mission and fulfil commander priorities objectives. According to Hale & Fields (2007), “servant leaders place the good of followers over their own self-interests and emphasize follower development.” There are three servant leader behaviors the US Army doctrine uses (e.g. conceptualizing, putting followers first, and behaving ethically) that better assistances in its ideal organizational performance and societal impact.
The US Army is unique in its hierarchical structure because of we only promote from within. Meaning, unlike the private sector, the public sector will not take someone who has not worked in the organization and promote them above others. I believe this is why US Army career leaders (e.g. General Officers and Command Sergeant Majors) do an excellent job of conceptualizing. These servant leaders have an outstanding understanding of the organization; especially it purposes, complexities, and mission (Northouse, 2016). Tough task for leaders of an organization that is 2nd largest in the US, only behind Walmart (Szoldra, 2017). They have historically adapted and changed US Army doctrine to adjust to societal norms. For instance, the inception of females in the infantry. Equal opportunity is an annually training all soldiers have to go through. Diagnosing this complex problem and implementing new policy, now allows those willing and able females to join combat arms military occupational specialties. This showed good foresight and self-awareness on the US Army’s behalf to understand what the future holds and ability to stay attuned to their physical, social, and political environments (Northouse, 2016). Their ability and competency to value what is best for their people, earns them the title of servant leader (Northouse, 2016).
One of the most defining characteristics of the servant leaders in the US Army is how they put followers first. This is one of the first things you notice as a new recruit in basic training. According to Northouse (2016), “it means using actions and words that clearly demonstrate to followers that their concerns are a priority, including pacing followers’ interest and success ahead of those of the leader.” Based on multiple personal experiences in the infantry, I routinely saw lower ranking soldiers eating before senior leadership. Not once did I experience the opposite. While it does seem mundane to some, after long hard days in the field, this simple behavior assists follower mental stability and confidence. Sometime soldiers go days or weeks without talking with family. This simplistic behavior makes the solider like he is important and respected by their ‘work family’; just how they would feel at home with their own family. This goes “beyond the basic requirement of their duties and helps the overall functioning of the organization. (Ehrhart, 2004; Liden, Wayne, et al., 2008; Neubert, Kacmar, Carlson, Chonko, & Roberts, 2008; Walumbwa et al., 2010)”
Finally, I believe the ethical behavior instilled by US Army servant/senior leaders helps have an internal and external societal impact. “Behaving ethically is doing the right thing in the right way. (Northouse, 2016)” The one of the seven core values in the US Army is integrity. This is a behavior that is not wavier and one that all soldiers must uphold while serving. It preserves our principles and helps us achieve success (Northouse, 2016). I am in charge maintaining and not disclosing classified information to uncleared individuals. Many others are in the same position. If we were to comprise our integrity and have a lapse of judgment, it could have a critical impact on the national security of millions of US civilians. How servant US Army leaders treat classified information, puts Americans first. This benefits society by maintaining and sustaining an economy and secure nation.
In conclusion, the US Army’s servant leadership model has a direct effect on the security of this nation. The second largest organization in the US has historically evolved and conceptualizing societal trends for the betterment of its employees. Servant leaders who have put followers needs first are the key characteristics of selfless service and respect that the US Army enjoys. The core values, especially ethical behavior, establishes a good baseline for new recruits and is endorsed in most senior leaders. Therefore, I can conclude that servant leadership is a main component of the US Army leadership process (Northouse, 2016).
References
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personal Psychology, 57, 61-94.
Hale, J. R., & Fields, D. L. (2007). Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership, 3, 397-417.
Liden, R.C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. Leadership Quarterly, 19, 161-177.
Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B. & Roberts, J. A. (2008). Regulatory focus as a mediator of the influence of imitating structure and servant leadership on employee behavior. Journal of Applied Psychology, 93, 1220-1233.
Northouse, P.G. (2016). Leadership: Theory and practice. (7th ed.). Los Angeles, CA: Sage Publications, Inc.
Szoldra, Paul (2017). 7 Surprising facts you probably don’t know about the US Army. Business Insider. Retrieved from http://www.businessinsider.com/7-surprising-facts-you-probably-dont-know-about-the-us-army-2015-8.
Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95, 517-529.
John Ellis says
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All the branches of the United States military are significantly diverse and unique in structure and mission. Like you, I am most familiar with the U.S. Army. The comprehensive leadership doctrine of the Army (Army Leadership, 2012) includes most of the ten characteristics of servant leadership that Spears (2002) developed based on the writings of Robert Greenleaf. How much these characteristics are focused on often depends on the mission and the individual leader’s preferences, style and motivations. Servant leadership embodies the core Army Value of selfless service. Despite this common value, not all leaders (or followers) are the personification of selfless. Also, the situation – including follower receptivity (Northouse, 2016, p. 231) – may render servant leadership impractical.
Many of the Spears (2002) ten characteristics are part of a much larger cultural philosophy in the U.S. For instance, empathy, listening, helping others and building community are generally accepted as integral to being a respectful, concerned citizen. Other characteristics such as conceptualization, awareness and foresight are solid skills to have on the battlefield, in the boardroom and life in general. Accepting responsibility for one’s leadership role entrusted to them is known as stewardship (Northouse, 2016, p. 228). Stewardship is not unique to the Army or servant leadership as it is more broadly an expectation of followers as well as those that appoint someone to a leadership position. Whether it is the president of the U.S, a CEO of a corporation, Sergeants Major in the Army or the managers of your favorite retail stores, the expectation is that the leader accepts responsibility inherent to their role while conducting themselves befitting of that role.
Your example of eating according to rank, beginning with the lower ranking Soldiers, is a familiar one that speaks to a leader putting the needs of followers ahead of their own. Although from personal experience, I can attest that many of the followers that voluntarily enforce or adhere to this “norm” generally do so as a sign of respect or common courtesy – both of which are common societal “norms.” The U.S Armed Forces are full of countless outstanding examples of servant leadership that mirror the generally preferred societal behaviors.
-John
References
Army Leadership [ADP 6-22]. (2012, September 10). Headquarters, Department of the Army, Washington, D.C. Retrieved on July 23, 2017, from http://www.apd.army.mil/epubs/DR_pubs/DR_a/pdf/web/adp6_22.pdf
Northouse, P.G. (2016). Leadership: Theory and Practice (7th ed.). Los Angeles: SAGE Publications Ltd.