In a male dominated organization, the military, gender definitely plays a role in leadership. Starting in the 1970s, scholars began to research gender affecting leaders and began with the question of, “Can women lead?” (Northouse, 2022, p. 350). While this is not a relevant question today, it’s astonishing to think about how far we have come from the day that question was proposed.

There are many female leaders in politics, companies, and organizations. Female leadership is growing and one organization we see this happening in is the military. In particular, women currently comprise 14% of the Army’s enlisted force, and 19% of the Army’s officer corps (Lacdan, 2021). In 1973, there were only 2% of enlisted women and 4% of women officers (Patten and Parker, 2011). There is clear growth seen in these numbers. Northouse (2022) explains that women are likely to obtain more elite leadership roles due to changes in workplace norms, developmental opportunities, women’s greater negotiation power and effectiveness of women owned businesses.

In 2008, Ann Dunwoody became the Army’s first four star general. This was not only an amazing personal accomplishment, but was also a great stride for the Army. This was a pivotal point in overcoming an interpersonal barrier and the leadership labyrinth. The leadership labyrinth consists of human capital, gender differences and prejudice (Northouse, 2022, p. 355). Dunwoody was able to push through human capitol by educating herself at West point, finding a work-life balance, and taking advantage of Army schools such as airborne school, a rigger course, and more, in order to continue self-development. She overcame gender differences by taking charge as the leader, not the “female leader.” She also learned leadership approaches from her male mentors and knew her capabilities when it came time to compete for a promotion. Ann beat prejudice by proving to her superiors and subordinates that she was just as, if not more, capable than her male counter parts.

Research shows that having a mentor is one of the best ways to advance in one’s career, (PSU, WC, 2022, L. 13). Before Dunwoody became a four-star general, the idea of a female being in that role was unthought of. However, she advanced the Army and broke through that barrier. This set the tone and a new reality of a woman being at the top. Dunwoody (2012) stated, “Today, women are in combat, that is just a reality. Thousands of women have been decorated for valor…and have given their lives. Today, what was once a band of brothers has truly become a band of brothers and sisters.” Dunwoody saw herself as leader, not a female leader. She did not limit herself by setting personal barriers. She worked her way to the top and has inspired countless women to do the same.

Side note- if you’re looking for a new book, I highly recommend Ann Dunwoody’s book, ‘A Higher Standard.’

While many women have made strides over the years, there is also a lot to still learn about gender roles in leadership. The gender gap is prevalent today and poses many questions. Women are just as effective at leadership as men, are just as committed to their work as men, and are as motivated as men (Northouse, 2022, p. 374). Yet, there are still many more men in leadership roles than there are women. Studies attribute this gap to women being less likely to self-promote, less likely to initiate negotiation and trait differences (Northouse, 2022, p. 374). However, I wonder if it is also due to women being taught confusing standards.

In 2012, Hughes, Ginnett and Curphy did a study that concluded that for women to be effective leaders they needed to do the following (PSU, WC, 2022, L. 13):

• Take risks, but not be consistently outstanding
• Be tough, but not macho
• Be ambitious, but know they will not receive equal treatment
• Take responsibility, but follow others’ advice

Every point listed above has the word “but” in it. Personally, I found this to be confusing. How are women supposed to find the perfect balance to each of these points? This is a difference between male and female leaders. Female leaders have to constantly evaluate their leadership approaches to see if they are fitting into the range of standards that will make them be effective. That in itself is another obstacle for female leaders.

There have been many strides and improvements in gender differences in leadership. However, women are still pushing forward and striving to have more equality in leadership roles. History has given us many effective male and female leaders and will continue to do so. Ann Dunwoody is a great example of a successful female leader. She overcame many barriers and set a new tone for the Army. As a worldwide organization, the military is a great face for the United States and the world to see women excel and lead successfully.

 

References:

Albert, M. (n.d.). Ann E. Dunwoody. Encyclopædia Britannica. Retrieved April 17, 2022, from https://www.britannica.com/biography/Ann-E-Dunwoody

Lacdan, J. (2021, April 1). Army female leaders of past and present stress importance of mentorship. www.army.mil. Retrieved April 15, 2022, from https://www.army.mil/article/244869/army_female_leaders_of_past_and_present_stress_importance_of_mentorship

Northouse, P. G. (2022). Leadership: Theory and practice. Sage publications.

Patten, E., & Parker, K. (n.d.). Women in the U.S. military: Growing Share, distinctive profile. PEW Social & Demographic Trends. Retrieved April 15, 2022, from https://pewresearch.org/wp-content/uploads/sites/3/2011/12/women-in-the-military.pdf

Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 13: Leadership and Diversity. Retrieved from https://psu.instructure.com/courses/2177519/modules

 

 

Servant leadership is a newly research theory that develops followers and entails a follower’s first mindset. Organizational success is shared and the leader succeeds when the followers succeed. Leaders develop into servants in order to help the followers in the organization, which ultimately leads to improved organizational performance (PSU, WC, 2022, L. 11). Northouse (2022) explains that servant leadership begins with the natural feeling of an individual wanting to serve. There are many reasons why people want to serve others. It is important to examine how serving others provides self-worth and requires a delicate balance in order to be a servant leader.

While the term servant leadership may first appear as an oxymoron, it is the current leadership approach that many are choosing to follow. Oxford Languages (2022) defines servant as, “a person who performs duties for others, especially a person employed in a house on domestic duties or as a personal attendant,” where as it defines a leader as, “the person who leads or commands a group, organization, or country.” At first glance, the two terms seem very opposite as this approach to leadership runs counter to common sense (Northouse, 2022). However, the paradox of servant leadership is far from antiquated; it is the future of leadership.

Servant leadership originated 40 years ago after being introduced through writings by Greenleaf (Northouse, 2022). It was not until recent years that this process became more researched and explored. Servant leadership is defined by Northouse (2022) as, “Servant leaders put followers first, empower them and help them develop their full personal capacities.” This definition arises the questions of ‘what makes people want to serve?’ and ‘do they gain anything from serving others?’. Serving others is noble, but can be dangerous if one uses service to define themselves.

Helping others makes people feel good about themselves. People have an internal desire to help others, but that drive can be self-serving. Rankin (2014) believes that people serve others to make themselves feel worthy. They feel like they matter because someone else is in need of them (Rankin, 2014). However, this can become dangerous if there is no balance. The struggle becomes relying on others to find one’s own worth. People are taught that helping others is a good, remarkable thing. While that contains truth, one cannot simply rely on meeting others needs in order to fill their own. One must find their identity and value within, not based off of how others define their worth.

Once a leader’s personal worth and value has been secured, they are then able to fully serve their followers. The main idea of servant leadership, is to put the followers needs before the leaders. There are ten characteristics that are critical to the development of a servant leader. The ten characteristics are:

1.Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to the growth of people 10. Building community (PSU, WC, 2022, L. 11)

A servant leader often displays these characteristics towards their followers. As a leader that is helping to grow followers, these are the characteristics that the leaders should be displaying and developing in his/her followers. The act of teaching and growing followers is the difference in being a servant leader and being a worth seeking individual. When a person’s ultimate goal is to grow others in their organization, that sets them aside from simply being someone that is in search of “feel good” motivation. This servant leader is genuinely working towards improving their work community.

A sense of community is critical to a servant leader’s organizational success. Creating a value for the community is one of the servant leader behaviors, as seen in the Servant Leadership Model (Northouse, 2022). There are three stages in the Servant Leadership Model, Antecedent Conditions, Servant Leader Behaviors, and Outcomes. The input stage is Antecedent Conditions which includes context and culture, leader attributes and follower receptivity (Northouse, 2022). The process stage is known as servant leader behaviors which includes conceptualizing, emotional healing, putting followers first, helping followers succeed, behaving ethically, and creating value for the community (Northouse, 2022). A servant leader will need to hold themselves and followers to the same standard and follow the morals and values of the organization. The output stage is called Outcomes and includes follower and performance growth, organizational performance and societal impact (Northouse, 2022). Follower performance and growth can be seen when subordinates grow individually and have personal accomplishments. Recognizing their accomplishments and the success of the entire organization is crucial to servant leadership. As a leader, the team shares the success and does not simply accredit it to the leadership.

Northouse 2022

Finding a balance of self-worth and servant leadership abilities can be challenging, but will result in optimal organization performance. A servant leader will put their followers first and will develop individuals in order to grow the organization in its entirety. When an individual’s desire to serve comes from more than a need to matter, great success is available to that organization.

References:

Northouse, P. G. (2022). Leadership: Theory and practice. Sage publications.

Oxford University Press. (2022). Oxford languages and google – english. Oxford Languages. Retrieved April 2, 2022, from https://languages.oup.com/google-dictionary-en/

Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 11: Servant Leadership Theory. Retrieved from https://psu.instructure.com/courses/2177519/modules

Rankin, L. (2014, June 24). What drives you to help others? Psychology Today. Retrieved April 3, 2022, from https://www.psychologytoday.com/us/blog/owning-pink/201406/what-drives-you-help-others

 

Before the creation of Leader-Member Exchange Theory (LMX), many thought that leaders treated each follower in a collective way (Northouse, 2018). There were many studies on the leader, follower and situation, but information on the interaction was lacking. Dansereau, Graen, and Haga introduced LMX in 1975. Northouse (2018) explains that Leader-Member Exchange Theory is an approach that conceptualizes leadership as a process that is centered around the interactions between leaders and followers. The focus of the leadership process is the relationship that is developed between the leader and follower. LMX was first described in vertical relationships: the in-group and the out-group.

LMX was originally known as vertical dyad linkage (VDL) theory (Northouse 2018). Early studies established the in-group and out-group of the LMX theory. The in-group followers go above and beyond the their daily activities and take on extra responsibilities (PSU, WC, 2022, L. 8). They tend to be rewarded by the leader through promotions, opportunities and stimulating assignments (Boogaardt, 2020). On the other hand, the out-group follows the formal employment contract and does the minimum requirements, no more or no less than their job entails (PSU, WC, 2022, L. 8). They are not provided with the same promotions and opportunities as the in-group.

The important takeaway from the Leader Member Exchange Theory is the focus of the relationship. Leadership is about relationships and trust between leaders and followers. Followers need to trust their leaders and the leaders also need to be able to trust them. However, trust is earned and needs to be built through a relationship. Being a part of the in-group will secure a way for the leader and follower to build a relationship. Therefore, everyone should strive to be in the in-group. However, some people simply do not want to be a part of the in-group and the paradox is that you can not have an in-group without an out-group.

Boogaart (2020) recommends 4 ways to build stronger relationships with all team members:

1. Pay attention to strengths rather than weaknesses
2. Hold regular one on one meetings
3. Ask Questions
4. Actively Solicit Feedback

These tips are for leaders to use on followers to assist in building relationships. While there may always be an out-group, a leader can still continue to build a relationship with them and should strive to improve their relationship with everyone on the team. It is the leader’s responsibility to pull their followers into an in-group and nurture a high quality relationship with them (PSU, WC, 2022, L. 8). This will result in a more positive workplace and higher quality work.

There are many strengths of implementing LMX theory. LMX theory will result in better relationships, improved communication, and overall positive organizational outcomes (Northouse, 2018). Boogaardt (2020) tells that it has been proven that LMX is linked with:

• Increased employee job satisfaction
• Improved employee performance
• Increased and better communication
• Reduced employee turnover

It is important to note that Leader Member Exchange theory has three phases and needs time to progress. Phase 1 is The Stranger Phase. Phase 2 is The Acquaintance Phase and Phase 3 is The Mature Phase. The ultimate goal is to achieve Phase 3. This can be done by being a leader that is pleasant, trusting, agreeable, and cooperative because that is what followers look for in a leader (Northouse, 2018).

Overall, the interaction between a leader and follower is very important. The relationships established can make or break organizations. One should strive to be in the in-group, and it’s critical that a leader nurtures their relationships with their followers. A leader should strive to build good relationships because that is the backbone of team success.

 

References:

Northouse, P.G. (2018).  Leadership: Theory and Practice. 8th Edition. Los Angeles: Sage Publications

Introduction

I often find that leaders get caught up in themselves and forget that they were emplaced to serve their subordinates. Followers seem to be overlooked when the focus is on the leader. However, a good leader will recognize his/her team and will grow them as individuals. Path-goal theory explains how leaders motivate their followers in order to help them accomplish their goals, (PSU, WC, 2022, L.6, p. 10). Leaders adopt a path in order to achieve a specific goal (Harappa, 2020). We will examine path-goal theory by explaining the four primary leadership behaviors and subordinate and task characteristics.

According to Changing Minds, leaders should help their followers by clarifying the followers path so subordinates know which way to go, remove any roadblocks that are stopping them from their path, and increase rewards along the route, (Changing Minds, 2022). A leader setting clear expectations and a follower having a clear understanding is critical to accomplishing goals. Northouse agrees with this and explains that the basic idea behind path-goal theory is to define goals, clarify paths, remove obstacles and provide support, (Northouse, p. 199).

Primary Leadership Behaviors

There are four primary leadership behaviors that are part of the path-goal theory. These behaviors are directive, supportive, participative and achievement-oriented (House & Mitchell, 1974, p.83). As an ROTC cadet, I have had numerous opportunities to be a leader and to practice my leadership approaches. Although I did not know the name for the behaviors at the time, I have used them all.

Directive leadership, similar to the initiating structure concept (Halpin & Winer, 1957), is when a leader gives their followers instructions on their task (Northouse, p. 202). These instructions contain what is expected of them, how they should complete it, and a timeline for when they should have it completed by (Northouse, p. 202). This behavior is extremely useful when you want to keep you team on task and is good for maintaining progress. I currently have 6 subordinates that I work with directly. Each week, I meet with them and we discuss their goals and my expectations for the work time that we have together. This has been extremely beneficial in keeping everyone on task and in having clear, defined goals. I find the most beneficial thing to do is to assign a date for when the task needs to be completed by. This motivates the individual to get it done before the deadline. I have seen the progress and performance increase, from my team, each week.

Supportive leadership is another primary leadership behavior. This friendly approach treats followers as equals and assures the well-being and human needs of followers are being met (Northouse p.202). During the beginning of the Covid-19 Pandemic, I was in a Platoon Sergeant position in ROTC. We had just moved to online classes and the world was very unsure on what was to come from the virus. I took the initiative to reach out individually to the 40 cadets in my platoon and to host zoom hours to check in with them. I wanted them to each feel cared for, and to each have the necessary confidence that they needed to succeed (House, 1971). Being a supportive leader was extremely important, especially when my cadets were facing many uncharted waters.

Participative leadership invites followers to share their opinions and to participate in the decision making process, (Northouse, p. 202).  Changing Minds describes this approach as, “Consulting with followers and taking their ideas into account when making decisions and taking particular actions, (Changing Minds, 2022).” The words “invites” and “consulting” are the two crucial takeaways from this behavior. They encourage participation and give reassurance that the follower will be listened to. The leader does not need to choose their idea, but does need to make the follower feel heard. After each training event the Army does, the leadership conducts and After Actions Report (AAR). This gives the participants a time to reflect on what should have happened, what did happen, what should stay the same, what should be improved, and how should the improvements happen. This reflection opens up a discussion and encourages opinion sharing.

Achievement-Oriented leadership is when a leader encourages his/her followers to perform at the highest level possible (Northouse, p. 203). This leader will prioritize deadlines, initiate challenging goals and strive for their team to consistently improve (Harappa, 2020).  I have done this when delegating tasks. I make it a point to let the person I am tasking know that I have confidence in their abilities and expect the best from them because I know they are capable of providing it.

Overall, I find that Achievement-Oriented leadership and directive leadership work closely together by providing more direction to the follower from the leader. Supportive and participative leadership are more follower led and encourage the most equality between the leader and his/her followers.

Subordinate and Task Characteristics

A follower’s needs can determine the level of satisfaction they receive from the leader’s behaviors, (Northouse, p. 204). For example, followers who have strong needs for affiliation benefit from supportive leadership, whereas followers that are authoritarian need directive leadership, (Northouse, p. 204). It is extremely important to identify your follower’s needs in order to lead them in the most appropriate way. Every person is different and responds differently to authority. Path-goal theory encourages leaders to adapt to their follower’s needs at an individual level.

This chart is adapted from Northouse and explains how path-goal theory works. 

Leader Behavior	Group Members	Task Characteristics
Directive Leadership Provides guidance and psychological structure	Dogmatic Authoritarian	Ambiguous Unclear rules Complex
Supportive leadership Provides nurturance	Unsatisfied Needs Affiliation Needs Human Touch	Repetitive Unchallenging Mundane and mechanical
Participative leadership Provides involvement	Autonomous Need for control Need for clarity	Ambiguous Unclear Unstructured
Achievement-Oriented Leadership Provides Challenge	High expectations Need to excel	Ambiguous Challenging Complex

 

Strengths and Weaknesses

Path-goal leadership theory has many positive aspects. Overall, it is beneficial to time and increases employee motivation (Harappa, 2020). The chart above is also very useful, detailed, and is one of its greatest strengths, (Northouse, p. 209). However, path-goal theory can be complex and confusing, and does not account for gender differences, (Northouse, p. 210).  Personally, I find the benefits to outweigh the negatives, due to the adaptation of the leader to the follower.

Conclusion

Path-goal theory provides direction to leaders on how they can best support their followers. The four primary leadership behaviors, directive, supportive, participative and achievement-oriented leadership are the building blocks for the path-goal theory. Path-goal theory encourages the leader to adapt to their followers and to provide them with the emotional and physical support as needed.

 

References

Harappa Learning Private Limited. (2020, December 8). The path-goal theory of leadership. Harappa. Retrieved February 20, 2022, from https://harappa.education/harappa-diaries/the-path-goal-theory-of-leadership/

Northouse, P.G. (2018). Leadership: Theory and practice. 8th Edition. Los Angeles: Sage Publications.

Path-Goal Theory of Leadership. Path-goal theory of leadership. (n.d.). Retrieved February 18, 2022, from http://changingminds.org/disciplines/leadership/styles/path_goal_leadership.htm

Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 6: Contingency and Path-Goal Theories Retrieved from: https://psu.instructure.com/courses/2177519/modules/items/33991704

Introduction

Leadership, in general, tends to have a positive connotation. Leaders get praised, awarded and are role models to many. However, there can not be good leadership without bad leadership. Learning from bad leadership can be just as insightful, if not more insightful, than learning from excellent leadership. Personality traits can determine whether or not a leader will be successful or not. Dark-side personality traits can be destructive in a leader. While there are 6 dark-side personality traits, this blog will examine interpersonal insensitivity in a greater detail.

Interpersonal Insensitivity

Interpersonal insensitivity is defined as, “leaders who are aloof and unaware of how they come across to others, and have difficulty putting themselves in other people’s shoes, (PSU WC, 2022, Lesson 2.4).” Leaders with this personality trait lack the consideration of their followers feelings and needs. This is a very toxic trait for a leader to have because followers need to be able to trust their leaders. If a leader is insensitive to their followers needs, any trust established will be retracted.

Many people view sensitivity as a weakness, (Psychology Today). However, a sensitive leader is a actually a strong leader due to their inner strength and resilience, (Psychology Today). “Being sensitive to the emotional needs of your followers is key to maximizing your leadership effectiveness… When you lead with compassion, you foster trust with your followers and allow them to take responsibility for their actions and projects, (SIGMA).” Trust and compassion are two very important traits to establish with your followers.

A great example of this can be seen in our military troops and their leaders. As a platoon leader in the Army, you are responsible for the well being and mission success of 30-40 individuals. When taking on a mission, lives could be at stake. If the platoon leader is insensitive to the needs of their platoon, the platoon is less likely to perform to the best of their ability. I’ve seen this exact thing occur when my platoon was training in the field. The leader at the time did not plan accordingly and did not provide soldiers time to eat. The leader also refused to take any input from the platoon. Because of this, the morale in the platoon was low and the soldiers took this act as the leader not caring for their well being. This leader repeatedly put their own needs before the platoon’s and did not interact with any of the soldiers on a personal level. When it was time to run the mission, the platoon’s morale was low and their motivation to succeed for that leader was slim to none.

Being sensitive to your followers can be challenging at times, but it is an extremely important trait to have as a leader. SIGMA suggests three ways to improve your sensitivity as a leader,

1. Build rapport with your followers
2. Practice active listening
3. Deliver difficult messages with a gentle touch

These approaches will increase trust between the leader and follower and will really show followers that the leader cares.  I once was told, “God gave you two ears and one mouth. Listen twice as much as you speak.” Actively listening to your followers needs is critical. When people feel heard, they want to see their leader and organization succeed and will put forth their best effort.

Conclusion

Interpersonal insensitivity occurs when leaders do not consider their followers needs and feelings. It is a toxic personality trait that leads to destruction with in the organization. Being a sensitive leader is a sign of strength and is encouraged. When followers feel cared for, they trust their leader and, in return, put forth their best effort to improve and succeed within their organization.

 

Resources

ccs5114. (2013, February 4). Penn State Leadership. Leadership. Retrieved January 31, 2022, from https://sites.psu.edu/leadership/2013/02/04/oblivious-leader/

Ward, D. (n.d.). Sensitive and strong: Can we really be both? | psychology … Sensitive and Strong: Can We Really Be Both? Retrieved January 30, 2022, from https://www.psychologytoday.com/us/blog/sense-and-sensitivity/201411/sensitive-and-strong-can-we-really-be-both