Mastering the art of
Dynamic Leadership
NCO Journal Staff
“Soldiers learn to be good leaders
from good leaders.”1
–Retired ninth Sgt. Maj. of the
Army Richard A. Kidd
F
rom the Chief of Staff of the
Army down to the new-
est Soldier, leadership is the
mainstay of Army life. It is codified
in doctrine, taught at leadership
schools, demonstrated every day,
and is the focus of U.S. Army Train-
ing and Doctrine Command’s NCO
2020 Strategy.2 NCOs are effective leaders who rely on
their experience to adopt the most effective leadership
style to accomplish the mission.
Leader Development, Army Style
The Army develops its leaders using a tiered training
approach with doctrine and leadership courses or
academies. Academies and courses provide future
leaders with recognized methods of leadership
training, an advantage their civilian contemporaries
do not necessarily have. Field Manual 6-22, Leader
Development, states the overarching tenets of Army
leader development are:
• Strong commitment by the Army, superiors, and
individuals to leader development.
• Clear purpose for what, when, and how to develop
leadership.
• Supportive relationships and culture of learning.
• Three mutually supportive domains (institutional,
operational, and self-development) that enable edu-
cation, training, and experience.
• Providing, accepting, and acting upon candid as-
sessment and feedback.3
NCO Journal 1 August 2018
These principles reflect the leader attributes laid out and, as they master those skills, rise through the ranks
in Army Doctrine Publication 6-22, Army Leadership, and various leadership roles. To become experts in any
stating leaders need to have character, presence, and task requires more than a working knowledge of the craft;
intellect. Demonstrating these attributes gives Army it requires NCOs to strengthen their leadership skills and
leaders a chance of successfully leading their Soldiers understand the different leadership styles available.
and accomplishing the mission.4
TRADOC’s NCO 2020 Strategy further defines the The Army Leadership Requirements Model
NCO as a leader who “will understand the strategic The Army Leadership Requirements Model is the
environment, be able to think critically and creatively, vi- roadmap of the attributes and competencies expect-
sualize solutions, and describe and communicate crucial ed of U.S. Army leaders. Attributes provide leaders a
information to achieve shared understanding, collabo- path to follow, and competencies describe what leaders
rate, and build teams.”5 need to master to become successful. After reviewing
ATTRIBUTES
CHARACTER PRESENCE INTELLECT
• Army Values • Military and professional • Mental agility
• Empathy bearing • Sound judgement
• Warrior Ethos/Service • Fitness • Innovation
Ethos • Confidence • Interpersonal tact
• Discipline • Resilience • Expertise
LEADS DEVELOPS ACHIEVES
• Leads others • Creates a positive environ- • Gets results
• Builds trust ment/Fosters esprit de corps
• Extends influence beyond • Prepares self
the chain of command • Develops others
• Leads by Example • Stewards the profession
• Communicates
Figure from Army Doctrine Publication
6-22, Army Leadership.
COMPETENCIES
The Army outlines seven principles for developing the LRM’s five leadership styles, transactional, trans-
future leaders in ADP 7-0, Training Units and Develop- formational, servant, autocratic, and followership, it is
ing Leaders: possible to see how civilian leadership theories tie into
1. Lead by example. LRM competencies.7
2. Develop subordinate leaders.
3. Create a learning environment for subordinate leaders. Styles of Leadership
4. Train leaders in the art and science of mission com-
mand. Transactional
5. Train to develop adaptive leaders. Transactional leadership, known as the “telling”
6. Train leaders to think critically and creatively. style of leadership, focuses on structure, results,
7. Train leaders to know their subordinates and their rewards, and penalties. Leaders provide subordinates
families.6 with goals, establish project checks, provide perfor-
As their careers progress, Soldiers acquire knowledge mance reports and motivate them with rewards based
and experience in their military occupational specialties on a recognized system.
NCO Journal 2 August 2018
NCO Journal provides a forum and publishing opportunity for NCOs, by NCOs, for the open exchange of ideas and information in support of training, education and development.
https://www.armyupress.army.mil/Journals/NCO-Journal/
Transactional leaders include Gen. Norman H. Schwarz- Autocratic leaders are the decision makers and re-
kopf, former commander of U.S. Central Command, and quest little to no input from their subordinates. However,
Vince Lombardi, coach of the Green Bay Packers.8 successful autocratic leaders respect their subordinates,
Transactional leadership works for the Army because communicate effectively, and listen to opinions. They
it focuses on leadership, organization, and performance. have a clear idea of the mission and communicate their
Additionally, it is suitable for situations where the vision of mission success. Because of their leadership
immediate reaction to orders is required and instruc- style, they are expected to have a high success rate and
tional scenarios where information flows from leaders make correct decisions.
to followers. It does not work with free thinkers who Gen. George S. Patton, former commander of the
regularly exercise personal initiative because it limits Third Army during WWII, and Bill Belichick, coach of
their creativity.9 the New England Patriots are autocratic leaders.16
Transformational Followership
Transformational leadership is leadership by example, an While followership does not sound like a leader-
Army tradition. This leadership style works well in a chang- ship style, it is symbiotic to leadership; it shares the
ing environment, where ideas flow freely, and subordinates same values, requires the same effort, and depends on
are encouraged to provide solutions. It does not work in the same dedication. Competent NCOs can influence
an ad hoc or initial development decision-making period outcomes by following the Army values of loyalty, duty,
where there is little to no structure to support the team. respect, selfless service, honor, integrity, and personal
Thus, transformational leaders are usually technical courage. Followers assist their leaders by adhering to best
experts in their fields, want to improve their environ- practices, completing the mission, and advocating for
ment and understand their Soldiers’ roles.10 They inspire process improvements. Effective followers are not afraid
their subordinates through rapport, inspiration, and to approach their leaders with problems and will often
empathy and work well in an environment where they provide solutions to issues.
can create change by working with their subordinates.11 Followership is effectual when followers understand
Leaders known for this leadership style include the they must go beyond “simply following instructions.”
late Gen. Omar Bradley, first chairman of the Joint Good followers will anticipate a leader’s needs, provide
Chiefs of Staff and the last of the nation’s five-star gener- advice on procedures, and exhibit courage when deliver-
als, and President Franklin D. Roosevelt.12 ing unwelcome or unpleasant news.17
Servant Learning beyond the Model
Effective NCOs are servant leaders. They develop their According to Wesson, who faced his leadership
Soldiers by meeting the needs of their squads or teams. challenges after suffering injuries to his knees and back,
According to retired 1st Sgt. Cameron Wesson, a for- NCOs, especially those who work to develop their lead-
mer platoon sergeant with the 101st Airborne Division, ership abilities, have potential challenges up their sleeves.
servant leadership begins with the Soldier’s Creed, and as “One of the challenges facing today’s NCOs, are
Soldiers become NCOs, place the needs of others before Soldiers who are incredibly smart, catch onto concepts
their own. sooner, and who will challenge their NCOs to improve
Servant leadership requires a significant level of trust their leadership skills,” Wesson said. “Unless NCOs are
between leaders and subordinates, thus building rela- willing to learn about leadership theories, they won’t
tionships and rapport. However, it is not a style that can achieve self-development.”
be used all the time and requires time to develop enough Wesson believes today’s Soldiers are life-long learn-
trust to work well.13 ers and help shape the force by changing biases towards
Examples of servant leaders are retired Gen. Mat- education and self-development.18
thew B. Ridgway, 19th Chief of Staff of the Army, and
Dr. Stephen Covey, author of The 7 Habits of Highly Conclusion
Effective People.14 Army leadership training continues to define the
NCO corps and develops future leaders. Successful
Autocratic NCOs must master leadership techniques that best suit
Army leaders are expected to be the decision makers their needs and go beyond provided instructional mate-
and issue clear directions, mission statements, and goals rials. To understand the Leadership Requirements Mod-
to their subordinates, thus the Army’s structure lends itself el, NCOs should consider its purpose and its contribu-
to autocratic leadership. This leadership style type works tions to Army leadership training. Understanding these
well in environments involving life or death decisions or theories and correctly aligning their practice to specific
when the decision-making process becomes stale.15 situations are the hallmarks of professional Soldiers.
NCO Journal 3 August 2018
NCO Journal provides a forum and publishing opportunity for NCOs, by NCOs, for the open exchange of ideas and information in support of training, education and development.
https://www.armyupress.army.mil/Journals/NCO-Journal/
Notes
1. Army Leadership: Be, Know, Do, Field Manual 22-100 8. Pamela Spahr, "What is Transactional Leadership? How
(Headquarters, Department of the Army, August 1999), Structure Leads to Results," Saint Thomas University website,
http://www.armyheritage.org/images/Education/FMs/ Nov. 25, 2014, accessed March 13, 2018, https://online.stu.
FM%2022-100%20Aug99.pdf. edu/transactional-leadership/#examples.
2. U.S. Army, “NCO 2020,” (Fort Leavenworth, KS: TRADOC, 9. Spahr, "What is Transactional Leadership? How Struc-
2015). ture Leads to Results."
3. Leader Development, Field Manual 6-22 (Washington, 10. Murray Johannsen, "125 Transformational Leaders,"
D.C.: Government Printing Office, June 30, 2015), https:// Legacee website, 22 March 2014, https://www.legacee.com/
armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/fm6_22. transformational_leadership/list-of-leaders/.
pdf. 11. Johannsen, "125 Transformational Leaders."
4. Army Leadership, Army Doctrine Publication 6-22 12. Johannsen, "125 Transformational Leaders."
(Washington, D.C.: Government Printing Office, August 1, 13. Johannsen, "125 Transformational Leaders."
2012), https://armypubs.army.mil/epubs/DR_pubs/DR_a/ 14. Johannsen, "125 Transformational Leaders."
pdf/web/adp6_22.pdf. 15. Johannsen, "125 Transformational Leaders."
5. U.S. Army, “NCO 2020,” (Fort Leavenworth, KS: TRADOC, 16. Johannsen, "125 Transformational Leaders."
2015). 17. Johannsen, "125 Transformational Leaders."
6. Training Units and Developing Leaders, ADP 7-0 (Wash- 18. Retired 1st Sgt. Cameron Wesson, interview by author,
ington, D.C.: Government Printing Office, Aug. 23, 2012), March 2018.
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ 19. Graphic created from a U.S. Army photo by Lt. Col.
adp7_0.pdf. John Hall, 173rd Airborne Brigade. VIRIN: 170926-A-VI272-
7. Army Leadership, ADP 6-22. 928.
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NCO Journal 4 August 2018
NCO Journal provides a forum and publishing opportunity for NCOs, by NCOs, for the open exchange of ideas and information in support of training, education and development.
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