How Army leader′s decisions affect their organization long after they are gone

            Tozer (2012) focuses on ‘leading through leaders'   and ‘building engaged teams' by introducing the term effects-based leadership.  He says that army leaders develop robust and rigorous plans. Effects-based leadership means that the army leaders make high-quality decisions that are applicable in a complex and uncertain organization (Tozer, 2012).  In addition, the purpose of effects-based leadership is to build a flexible and aligned organization that is able to take risks and reorganize when needed. Effects-based is a dynamic leadership process which involves the thought process and the social process.  In other words, the army leader's decisions affect the organization in that leaders keep the subordinates leaders in context so that they can be aware of the current situation, define limitations, allocate resources, conduct mission analysis, and provide directions as directed by the immediate leaders. In general, Tozer (2012) is saying that the army leader's decisions affect the organization long after they have gone through the process of back briefing and mission analysis. Through these processes, the subordinate leaders consider the tasks, priority, outcomes, and the implication of the direction. The author says that the mechanism in which the decisions affects the organization is through a social process where leaders apply the conceptual process to make the military organization practical and effective. 

 McCann & Pigeau (2000) add that the actions of the organizational leaders or rather the army leaders affect the organization in a greater way than direct leaders. This is because, unlike direct leaders, organizational leaders focus on the intent of their actions. In other words, their actions are influencing actions and this means that they not only give orders but they also ensure that the staff and subordinates understand the intent and concepts and achieves the organization's objective (McCann & Pigeau, 2000). In making the decisions, the army leaders involve the subordinates to make decisions which have wide-ranging effects. They also create a climate in which the subordinates feel motivated and valued, engage in learning and improves performance.  In general, the army leaders' decisions affect the organization long after they have gone, in that the organization leaders dictates  that the staffs should be well-trained and competent.  In making decisions, they share thoughts and guidance and this enables the staff to provide guidance and tackle challenges with clear guidance (McCann & Pigeau, 2000). Note that the organizational leaders are committed to supporting the available forces with resources and training and other supports so that when they delegate authority and responsibility to them, they are able to act independently.  Another thing that that shows how the leaders' decisions affect the organization long after they are gone is improving actions. Note that the organizational leaders focus on improving the actions of the subordinates to make them the leaders for tomorrow (McCann & Pigeau, 2000).  They are committed to building and learning through exchanging perspectives, clarifying issues, sharing thoughts and supporting the subordinates.  In other words, the organization leader’s act as strategy leaders and use strategies such as peer leadership, building coalitions, sustaining coalitions, monitors the subordinates, create interpersonal contact, builds professional relations and more importantly meets the needs and desires of the subordinates (McCann & Pigeau, 2000).  These strategies, as well as decisions, affect the complex organization in a positive way.

 

 According to Rumsey (2013), army leaders' decisions have long-term effects to the organization because the army leadership is an influential leadership, in other words, its purpose is to provide direction and motivation and help them understand the mission (Rumsey, 2013).  Army leaders are committed to developing organizational capacity through giving directions to the staffs.  With directions and guidance, the subordinates are able to employ effective tactics and power to combat the enemy and maintain peace and security.  Rumsey (2013) says that the army decisions affect the organization in that the military leaders attract capable leaders using eligibility criteria such as age limits, education, prior drug use, medical fitness and more.  The eligible members will become professional militaries, perform the military duties and become future leaders (Rumsey, 2013). The army leaders will also create a situation influence on the eligible leaders where they will learn the organization expectations, and understand the organization values and behaviors.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

 

Rumsey, M. G. (2013). The Oxford handbook of leadership. New York: Oxford University

Press.

 

Tozer, J. (2012). Leading through leaders: Driving strategy, execution and change. London:

Kogan Page.

 

 In McCann, C., & In Pigeau, R. (2000). The human in command: Exploring the modern military

experience. Springer Science & Business Media,