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Introduction Leadership is comprehensive, and so are the several types of leadership in many organizations like the Army. A leader is someone who innovates, seeks to address new issues, and offers something fresh and novel to a community. Leadership can be divided into two categories: transactional leadership and transformative leadership. Transactional leaders describe the type of leaders that give the command, whereas transformational leaders support their subordinate’s personal and professional growth. Human is to error, and no leader is flawless. However, while some leaders can hardly lead themselves, others step up to the plate and provide excellent leadership. Leadership should be flexible in any given organization, especially in the Army. This paper aims to study the several types of leadership in an Army setting.

Literature Review

Toxic leadership involves an incompetent leader who views just the opportunity for self-improvement, taking advantage of others to increase their gain without considering the potential emotional harm they might cause. In the Army, toxic leadership involves a blend of selfish attitudes, intentions, and actions that are harmful to other people, as defined by the US Army (2012). Asbery (2015) concludes that toxic leadership does more harm than good, contributing to issues like suicidal tendencies among soldiers.

Transformational leadership examines the nature of leadership in the military and explores the relationship between women’s leadership roles and the challenges they face in a male-dominated environment. The study provides insights into gender-specific roles in military leadership and emphasizes the need for transformational leaders who prioritize their subordinates' success.

Servant leadership aims to realize a vision by empowering the workforce significantly. As Uddin (2019) reports, servant leadership in the Army promotes protection and care for subordinates, which enhances overall organizational performance.

Emotional intelligence is vital for leadership development. Leaders with high emotional intelligence better manage personal and others' feelings, leading to organizational success. Walters (2018) emphasizes that mastering emotions is essential for leaders, especially within the US Army, where organizational growth depends on emotional regulation.

The qualities of Army leaders include agility, flexibility, versatility, resilience, competency, and character, as highlighted by the 39th Chief of Staff of the Army. Critical thinking and the ability to flourish in uncertain situations are qualities essential for effective leadership in the Army (Straus et al., 2018).

Findings

• Toxic leadership negatively impacts the military environment, creating systemic issues, especially for first-time soldiers vulnerable to extreme stress and suicidal tendencies.
• Women in military leadership face unique challenges within a male-dominated system, demanding tailored approaches to gender-specific leadership development.
• Leadership philosophies influence levels of perfectionism among Army leaders, with high expectations potentially affecting performance and morale.
• Charismatic leadership, education, selflessness, and organizational skills contribute to effective military leadership and strong families.
• The US Army has evolved positively, but additional training and focus on teamwork are necessary for leadership growth.
• Implementing servant leadership could improve care for subordinates and organizational effectiveness.
• Transformational leadership enhances organizational performance aligned with the Army’s mission and values.
• Leadership development benefits from psychometric assessments like emotional intelligence, fostering adaptive growth.
• Constructive criticism and specific feedback are crucial for advancing leadership styles within the Army.

Recommendations

Effective leadership is critical for the US Army’s success. A balanced approach employing transactional, transformational, and servant leadership styles is needed to motivate soldiers and uphold core values. Increased emphasis on leadership development through training is essential, alongside further research into toxic leadership to devise strategies that mitigate its impact. Military leaders should lead by example, integrating servant, transformational, and transactional leadership to achieve organizational goals. Addressing leadership quality gaps through targeted training will improve overall effectiveness.

As the Army continues to evolve, fostering the development of competent, ethical, and adaptable leaders remains a priority. The President’s directives and military policies should support ongoing leadership education and ethical standards. To improve health outcomes and reduce disparities in military mental health, attention to social determinants such as socioeconomic status, access to mental health services, and cultural competence is essential (HealthyPeople 2030). As future providers, promoting mental health awareness and resilience training can help prevent and address issues like anger management and aggressive behaviors. Specifically, implementing health promotion activities such as mindfulness programs and providing targeted education on emotional regulation can substantially improve mental wellness among soldiers and their families.

Conclusion

In summary, military leadership encompasses various styles—transactional, transformational, servant—and depends on qualities like emotional intelligence, resilience, and character. Addressing toxic leadership and promoting positive models are vital for a healthy military environment. Continuous training, research, and implementation of evidence-based leadership strategies will enhance organizational performance and support soldiers’ well-being. Understanding and developing leadership within the Army is a collective responsibility that ultimately contributes to mission success and the health of its personnel.

References

• Asbery, J. (2015). An Interpretative Phenomenological Analysis of Former US Army Personnel and their Perspectives on Toxic Leadership. Doctoral Dissertation, University of Phoenix.
• Aubrey, D. W. (2013). Operationalizing the construct of toxic leadership in the United States Army. University of Phoenix.
• Castillo, B. J. (2020). Exploring the Nature of Transformational Leadership in the Military: A Phenomenological Examination of Lived Experiences from Female Leaders (Doctoral dissertation). Northcentral University.
• Cheung, B. M. L. (2019). The relationship between perfectionism and leadership style in US military veterans (Doctoral dissertation). Chestnut Hill College.
• Hamad, H. (2015). Transformational leadership theory: Why are military leaders more charismatic and transformational? International Journal on Leadership, 3.
• Kirchner, M. J., & Akdere, M. (2014). Examining leadership development in the US Army within the human resource development context: Implications for security and defense strategies. The Korean Journal of Defense Analysis, 26(3), 47-67.
• Steele, R. (2019). Army Reserve Officer Training Summer Camp: Examining the Relationship between Leader Development Activities and Leadership Evaluations. RAND Corporation.
• Straus, S. G., McCausland, T. C., Grimm, G., & Giglio, K. (2018). Malleability and Measurement of Army Leader Attributes: Personnel Development in the US Army. RAND Corporation.
• Uddin, S. (2019). Characteristics of Servant Leadership Can Complement the Army Leadership Requirements. Army Command and General Staff College.
• Walters, S. (2018). Emotional intelligence and leader development: Measuring trait emotional intelligence scores of mid-career commissioned US Army officers. Doctoral Dissertation, Western Kentucky University.