Effective Leadership Styles - United States Army

Effective Leadership Stylesunited States Armyeffective Leadership Sty

Effective Leadership Stylesunited States Armyeffective Leadership Sty

EFFECTIVE LEADERSHIP STYLES United States Army Effective Leadership Styles We Were Soldiers Once…And Young John Zappala 7/11/2014 Good selection of the flick MSA 601 Central Michigan University; Professor John Zappala As our text points out (p. 71) those visionary and inspirational charismatic leaders who are good team builders generally do the best. (Kinicki & Fugate, 2012). One of the great leaders of our time, possessing many identifiable leadership qualities that I believe to be charismatic is Lieutenant General (Ret.) Hal Moore. LG Moore wrote the book We Were Soldiers Once….and Young with the journalist James Galloway. I am going to explore his effective leadership style, reflect leadership theories from our text to his style and point out how this can be applied to other organizations for mission accomplishment.

LG Moore wrote the book on the business of leadership. Good start A brief refresher of the conflict. On November 14, 1965, a then LTC Moore led 1st Battalion, 7th Cavalry Regiment, 1st Cavalry Division in a week long battle in the Ia Drang valley of Vietnam. This was the first battle of the Vietnam War to pit Americans directly against the Vietcong and the first time that air assault and air mobility was used by the US Army. LTC Moore’s leadership style aided in his unit being able to persevere in battle despite the overwhelming odds of being greatly outnumbered by the enemy. (Moore (Ret.) & Galloway, 1992) Our text explains how a team of researchers found that good leaders were perceived as exhibiting certain behaviors (p.

91): (1) assigning specific tasks to group members , (2) telling others that they had done well, (3) setting specific goals for the group, (4) letting other group members make decisions, (5) trying to get the group to work as a team, and (6) maintaining definite standards of performance. (Kinicki & Fugate, 2012) LG Moore displayed that he possesses qualities that directly relate to these behaviors throughout the book. LG Moore had a vision, he imparted confidence, he had compassion, he setting high standards, he was flexible, he was prepared, he never asked of his men what he himself would not do and always, always, lead from from the front. He conscientiously applied his philosophy as displayed when he flew into the Ia Drang on the first helicopter and flew out only when the very last of his men was removed from the landing zone. (Moore (Ret.) & Galloway, 1992) In a video produced by the US Army LG Moore explains his 4 principles of Leadership as he adhered to them during the battle outlined in the book We Were Soldiers (Head Buttler): “Principle #1: 3 Strikes…and You’re Not Out.

Leaders must constantly display the will to win, by their actions, words, tone of voice, and look in their eyes…no matter what. Inspire confidence and be visible on the battlefield. Principle #2: There is always one more thing to do to influence any situation in my favor, and after that one more thing, and after that one more thing. Principle #3: When there’s nothing wrong, there’s nothing wrong…except that there’s nothing wrong. This is when leaders should be most concerned.

Principle #4: Trust your instincts. They are a product of your education, reading, personality, and experience. Act fast, impart confidence to all around you, don’t second-guess your decisions, and make things happenâ€. These principles are directly related to the behaviors good leaders display as explained in our text. There you go As related to human capital, the productive potential of an individual’s knowledge and actions (p.

8), LG Moore valued great leaders, he was not a leader who was threatened by others strong leadership styles or someone who promoted average leaders just because they were non-threatening to him. He believed that everyone had the potential to be a great leader, leaders are built not born. He valued the successes of his subordinate’s leadership and continually provided encouragement and feedback on their progress. We Were Soldiers, the book, included this theory wonderfully, it displayed how a person can fail or rise on the belief that their leadership had in them. I found a quote from LG Moore on the internet (Head Buttler) and I would like to relate his philosophy back to the concept of Internal social capital as described in our text as the productive potential resulting from strong relationships, goodwill, trust, and cooperative effort (Kinicki & Fugate, 2012).

“In the American Civil War, it was a matter of principle that a good officer rode his horse as little as possible. There were sound reasons for this. If you are riding and your soldiers are marching, how can you judge how tired they are, how thirsty, how heavy their packs weigh on their shoulders?†LG Moore’s theory outlines that you must experience what your soldiers experience, being a positive role model, in order to understand fully what you are expecting of them, this action builds mutual trust, confidence, camaderie, and respect in an organization or in this case Battalion. In conclusion I would like to point out how LG Moore’s leadership style could be applied to other organizations that contribute to mission accomplishment .

For example, take a football team; mission accomplishment would come in the form of a game win. In order to win you need to build a cohesive team through practice and both bad and good times. All teams find themselves in difficult situations at some point. A long hot practice with little sleep and in an uncomfortable uniform, while the team coach in shorts and t-shirt sits yelling plays from a bench in the shaded sipping coke. The team players are bonding going through an uncomfortable painful practice.

It would be more beneficial for the coach to be out participating on the field with his guys, building a mutual trust, respect, and positive role modeling with the organization. We Were Soldiers Once…..and Young a historical book provided excellent examples of effective leadership styles that can be used on the battlefield today as well as current professional organizations. I can only aspire to develop my leadership style to mimic LT Moore, and I pray to lead my men as fearlessly. My favorite LG Moore quote “ When we go into battle, I will be the first one to set foot on the field, and I will be the last to step off. And I will leave no one behind.

Dead or alive, we will come home together. So help me God.â€great quote- like the paper, you covered topics and had the support to back it up. No complaints. Bibliography (n.d.). Retrieved July 11, 2014, from Head Buttler: Army Leadership FM 6-22. (2006, October).

Department of the Army. Competent, Confident and Agile . Kinicki, A., & Fugate, M. (2012). Organizational Dynamics Fifth Edition . McGraw-Hill Education .

Moore (Ret.), L. H., & Galloway, J. L. (1992). We Were Soldiers Once...and Young: Ia Drang-the Battle that Changed the War in Vietnam. Presidio Press.

Paper For Above instruction

Leadership in military organizations, particularly within the United States Army, exemplifies a complex interplay of styles and traits that facilitate effective mission accomplishment. One of the most illustrative examples of charismatic and transformational leadership is Lieutenant General (Ret.) Hal Moore, whose leadership during the Vietnam War has been widely studied and admired. His approach underscores critical leadership theories such as transformational leadership, servant leadership, and authentic leadership, demonstrating that effective leaders inspire, motivate, and forge strong bonds with their teams to overcome formidable challenges.

Lieutenant General Moore’s leadership during the Battle of Ia Drang in 1965 provides a compelling case study. As the commander of the 1st Battalion, 7th Cavalry Regiment, Moore faced the daunting circumstances of being heavily outnumbered by North Vietnamese forces. His leadership style was characterized by a strong vision, confidence, compassion, and leading from the front—traits aligned with transformational and authentic leadership theories. Transformational leadership emphasizes inspiring followers to transcend their self-interests for a greater mission, which Moore exemplified through his inspirational presence and unwavering dedication to his troops’ success and safety.

Supporting his vision, Moore displayed behaviors identified by research as indicators of effective leadership, including task assignment, performance standards, decision-making autonomy for subordinates, and motivation through positive feedback (Kinicki & Fugate, 2012). He set high standards, maintained discipline, and demonstrated resilience and adaptability in the chaos of combat. His leadership was not merely authoritarian but also servant-oriented—prioritizing his soldiers’ needs, well-being, and development, which increased internal social capital defined as trust, mutual respect, and cooperation within his unit (Kinicki & Fugate, 2012).

Moore’s principles of leadership, as articulated in a US Army video, further illuminate his practical approach. His four principles—constant display of will to win, relentless effort to influence situations, awareness of seemingly minor issues, and trusting one’s instincts—are rooted in intuitive decision-making and resilience, traits common in effective military leadership. These principles foster an environment where confidence, initiative, and trust flourish, enabling his unit to operate cohesively under extreme stress.

Moreover, Moore believed that leadership is cultivated rather than innate. This aligns with contemporary theories of human capital, emphasizing that investing in subordinate development and recognizing potential leads to stronger units. Moore’s encouragement of subordinates’ leadership growth exemplifies this concept, fostering internal social capital by building trust, camaraderie, and shared purpose—essential ingredients for team cohesion and mission success.

Applying Moore’s leadership lessons to other contexts, such as sports teams or corporate organizations, emphasizes the universality of his core principles. A coach on a football team, for example, can foster cohesion and performance by participating alongside players, establishing trust through shared effort and leading by example. The same principles of inspiring confidence, maintaining high standards, and trusting instincts are equally applicable across civilian sectors seeking effective leadership that motivates and unites teams toward common goals.

In conclusion, Lieutenant General Hal Moore exemplifies a holistic leadership style rooted in transformational, servant, and authentic leadership theories. His ability to inspire, motivate, and build trust under extreme conditions underscores the importance of lead-from-the-front behavior, resilience, and genuine concern for followers’ well-being. The lessons derived from his leadership are invaluable for both military and civilian leaders aspiring to develop effective, adaptable, and people-centered leadership practices that ultimately drive mission success and organizational excellence.

References

• Department of the Army. (2006). Army Leadership FM 6-22. October 2006.
• Kinicki, A., & Fugate, M. (2012). Organizational Dynamics (5th ed.). McGraw-Hill Education.
• Moore, H. H., & Galloway, J. L. (1992). We Were Soldiers Once…and Young: Ia Drang—the Battle that Changed the War in Vietnam. Presidio Press.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Free Press.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic Leadership Development. Leadersh. Quart., 16(3), 315–338.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Transformational Leadership. (n.d.). In Encyclopedia of Leadership. Sage Publications.
• Goffee, R., & Jones, G. (2000). Why Should Anyone Be Led by You? Harvard Business Review Press.