The United States military is one of the largest and most feared entities in the entire world. Within the structure of the United States military lies what is considered one of the world’s most elite fighting forces, the Marine Corps. Many people wonder why this is. Is it because of the training, the skillset, the leaders, or the individuals? While the answer entails all of the above, I believe the biggest factor is leadership and how it is structured. The Marine Corps takes a skills approach theory in how it structures and promotes its leaders.
The skill-based model, created by Mumford et. al in 2000 is comprised of 5 major components, all of which can be directly related to how a marine is promoted. The 5 components are competencies, individual attributes, career experiences, environmental influences, and leadership outcome (Northouse, P. 60). Each of these factors directly into the process of whether a marine gets promoted and takes a leadership role or gets passed on and stays where they are at.
When a marine is up for promotion they must go through a series of different tests and boards to actually receive the promotion. Before they get put on a board they must have a “cutting score” at a certain level before they become eligible. This cutting score is comprised of physical fitness tests and then certain courses that need to be completed. One of the major courses is called ISULC or Infantry small unit leader course. This course is designed to test the knowledge of the marine through both of their cognitive abilities. At the beginning of the course the marines take a few tests that directly scores their intelligence level. If it is not high enough they are kicked out of the class. After they pass this test they then immediately begin a very tough mental and physical field training exercise that is meant to make people who are not motivated and willing to be there to quit. All of these initial tests are the marine corps way of testing a future leaders individual attributes. Each of the things mentioned above are part of the first section of the skill-based model map used for determining what skills a successful leader has (Northouse, P. 60).
The next things marines are tasked with in this course is to write a 5 paragraph order based on a situation provided to them. A 5 paragraph order is a fully detailed (usually 5+ pages) order of operations for a mission plan that is passed down to all subordinates and passed up to the higher leadership. This is the most detailed part of any mission marines take place in. The reason it is tasked at this course is to test marines ability to problem solve. In a 5 paragraph order a marine has to come up with a plan to solve an existing issue and complete a mission (problem definition). Then they need to fully figure out why this is a problem, what is causing the problem, and what goals are going to be set as part of this mission (Cause/Goal analysis). They then must think about what their best course of action is, what the enemies most likely course of action will be, what the enemies most dangerous course of action could be, and also come up with multiple alternatives in case of any issues that may arise (steps 3-8 in problem solving). Lastly, the marines must come up with a valid way of explaining these plans, making sure everybody understands them and also making sure everybody understands why these are the plans (Sensemaking). All of these encompass a marines problem solving abilities and allows them to be tested on this (Northouse, P. 62-63). By being able to test a marines problem solving ability, current leadership can study one of the major competencies that is actually needed to be a successful leader within the organization. This also allows the current leadership to evaluate the thought process of each individual marine to see how each step leads into the other making a perfect transition throughout the entire problem solving steps.
After completing the 5 paragraph order the marines left in the course are split into squads in which they are given a week to work together and perfect their plan before executing. The main point of this week though is to allow the squad leader to get to know his squad and how they all perform. It allows them to form bonds with each other and allows the squad leader to learn how to work with his squad members and make the plan work towards their strengths rather then weaknesses. This week is used as a test and a developmental training phase. Social judgement and skills are an important part of a leaders skillset (Northouse, P. 64-65). This also tests their overall social performance. This is the time where leaders learn and develop these skills of social interactions and teamwork to problem solve. It is then tested when the week is over and the plan is executed. As you can see by this example, the marine corps not only studies and tests their promotable candidates but also provides learning experiences and leadership development training at the same time. This is very important and will be brought up again later in this blog.
Lastly, a final exam is given again to test the knowledge of the remaining marines. This knowledge test includes everything from the original test as well as everything taught in the course. This course is a perfect example of how the marine corps applies all of the skill-based model to not only test but train the future leaders of the marine corps. Once they complete this they are now eligible to go up on a promotion board. The promotion board will once again test their knowledge through a series of questions and also ask the marines why they want to be leaders. As stated in the Northouse text, “leaders must be committed to the social good of the organization” (Northouse, P. 62). This means the marine must be committed to advancing the organization in a good way and wanting to do it in the leadership role. This is the last step prior to the board choosing to promote the marine or keep them at their current rank.
As I discussed in the beginning, I believe the marine corps is the elite fighting force it claims to be because of the leadership. Throughout this blog I have not only described the steps in which a leader is chosen but also correlated it directly to each portion of the skill based model used for the skills approach theory. The marine corps not only utilizes portions of this theory but they amplify each and every single aspect of it in their daily leadership training and development courses. The marines enable their junior members to develop into leaders through honing in and mastering the proper skillsets needed to lead others in their organization. To me, every marine is a leader. Each marine is taught the proper skills to be one, it just comes down to who can master them first. This is why I believe the Marine Corps is the most elite fighting force on the planet, because it is a singular force of either leaders or developing leaders ready to step up at anytime. This is how the skill based approach is meant to be utilized and how it is being utilized successfully in practice and not just theory.
References:
Northouse, P.G. (2021). Leadership: Theory and practice. 9th Edition. Los Angeles: Sage Publications.
Yes! Every marine is a leader. As a marine myself, I really enjoyed reading your blog post and how you broke down the process of choosing a leader and getting to know their squad. I would also like to add that the squad as a unit is also a leader and the elite fighting machine units in the world. I am curious what you believe are the most effective approaches to leadership within this system? I’ve had many different types of leadership during my time with the military and have seen very positive engagement with squads and very inappropriate and even harmful leadership approaches as well. There’s nothing worse than a great squad and a poor leader of the squad. Sometimes its the unit that is the strongest fighting machine, but each individual marine has to put his “leader” mentality aside and recognize the power of letting the unit lead itself to victory, especially during war time.
Thanks for sharing