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Craig Bullis - One of the best experts on this subject based on the ideXlab platform.
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developing the Professional Army officer implications for organizational leaders
Military review, 2003Co-Authors: Craig BullisAbstract:Army CHIEF of Staff Eric K. Shinseki stated, "We are about leadership; it is our stock in trade, and it is what makes us different. We take soldiers who enter the force and we grow them into leaders for the next generation of soldiers. We invest today in the Nation's leadership for tomorrow." Shinseki recognizes that developing leaders is the core competency of the U.S. Army. Leaders are the most significant element of combat power and are necessary to fight and win the Nation's wars. Developing and conducting effective leader development programs is a critical issue for organizational success in the new millennium. Research indicates that leadership can account for up to 45 percent of the variance in organizational performance outcomes.(2) Some believe that leader development should be focused almost exclusively on developing of technical and tactical expertise--the ability of a leader to motivate subordinates to engage and destroy the enemy. However, leadership doctrine portrays effective leadership as being much more.(3) Army doctrine identifies necessary interpersonal and conceptual skills as well as technical and tactical competencies. Today's effective Army officer must be warrior and peacemaker, thinker and doer. Leadership doctrine requires a focus not only on short-term results, but also on long-term requirements to improve the organization. The Professional commissioned officer embraces four overlapping identities: warfighter, servant to the Nation, member of a profession, and leader of character. Perspectives on Leader Development The concept of leader development for a Professional Army officer could be approached in several ways. The Army's institutional framework, outlined in Department of the Army (DA) Pamphlet 350-58, Leader Development for America's Army, presents three pillars that support leader development: institutional training, operational assignments, and self development. Some scholars have recognized that the Army's commitment to this three-pillar model of leader development sets a high standard for Professional development of the officer corps.(4) A second perspective for approaching the concept of leader development is to concentrate on the individual. In other words, development should focus on how the individual should act to model behaviors desired in a Professional military officer. These behaviors, discussed in Army Field Manual (FM) 22-100, Army Leadership, consequently propose a new set of behaviors here would be redundant. These two models of looking at leadership--the three-pillar model and the leader as role model--are informative and important. They also provide a solid background for further discussion officership. By its Professional nature, officership is owned by the Army's officers and is passed from generation to generation through the action of those within the officer profession. The regimen, of Professional development within the Army has nearly always been formulated and passed from generation to generation by members of the profession itself--officers who recognize and act on the need to maintain a corps of Professional officers.(5) The senior officer's responsibility is to develop Professional subordinate leaders in organization. This critical senior-officer responsibility, to develop subordinate officers who understand and personally commit to the tenets of the profession, could be the most important task any officer performs.[6] The focus on the Professional includes not only what the officer knows or does, but also who the officer is and how he or she embodies all the Professional identities in his or her life. The leader's responsibility is to develop an organizational culture whose foundation embraces the officer's Professional roles. Personal and Professional Leader Development Every leader has the responsibility to assess each of his or her systems to determine its relevance for the Professional development of subordinate leaders. …
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officer leaders development developing the Professional Army officer implications for organizational leaders
Military review, 2003Co-Authors: Craig BullisAbstract:Military Review concludes its series on officership with two articles that provide a theoretical framework for that discussion. Bullis writes that the culture of the military organization to which the officer belongs should encourage officers to be warriors and peacemakers, thinkers and doers. Schwartzman also argues that the military organization plays a central role in officer leader development by encouraging officers to be life-long learners. Army CHIEF of Staff Eric K. Shinseki stated, "We are about leadership; it is our stock in trade, and it is what makes us different. We take soldiers who enter the force and we grow them into leaders for the next generation of soldiers. We invest today in the Nation's leadership for tomorrow."1 Shinseki recognizes that developing leaders is the core competency of the U.S. Army. Leaders are the most significant element of combat power and are necessary to fight and win the Nation's wars. Developing and conducting effective leader development programs is a critical issue for organizational success in the new millennium. Research indicates that leadership can account for up to 45 percent of the variance in organizational performance outcomes.2 Some believe that leader development should be focused almost exclusively on developing of technical and tactical expertise-the ability of a leader to motivate subordinates to engage and destroy the enemy. However, leadership doctrine portrays effective leadership as being much more.3 Army doctrine identifies necessary interpersonal and conceptual skills as well as technical and tactical competencies. Today's effective Army officer must be warrior and peacemaker, thinker and doer. Leadership doctrine requires a focus not only on short-term results, but also on long-term requirements to improve the organization. The Professional commissioned officer embraces four overlapping identities: warfighter, servant to the Nation, member of a profession, and leader of character. Perspectives on Leader Development The concept of leader development for a Professional Army officer could be approached in several ways. The Army's institutional framework, outlined in Department of the Army (DA) Pamphlet 350-58, Leader Development for America's Army, presents three pillars that support leader development: institutional training, operational assignments, and self development. Some scholars have recognized that the Army's commitment to this three-pillar model of leader development sets a high standard for Professional development of the officer corps.4 A second perspective for approaching the concept of leader development is to concentrate on the individual. In other words, development should focus on how the individual should act to model behaviors desired in a Professional military officer. These behaviors, discussed in Army Field Manual (FM) 22-100, Army Leadership, consequently propose a new set of behaviors here would be redundant. These two models of looking at leadership-the three-pillar model and the leader as role model-are informative and important. They also provide a solid background for further discussion of officership. By its Professional nature, officership is owned by the Army's officers and is passed from generation to generation through the actions of those within the officer profession. The regimen of Professional development within the Army has nearly always been formulated and passed from generation to generation by members of the profession itself-officers who recognize and act on the need to maintain a corps of Professional officers.5 The senior officer's responsibility is to develop Professional subordinate leaders in organizations. This critical senior-officer responsibility, to develop subordinate officers who understand and personally commit to the tenets of the profession, could be the most important task any officer performs.6 The focus on the Professional includes not only what the officer knows or does, but also who the officer is and how he or she embodies all the Professional identities in his or her life. …
Mahngeum Ohn - One of the best experts on this subject based on the ideXlab platform.
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civil military relations of modern korea from a patriarchal Army to a Professional Army
2009Co-Authors: Mahngeum OhnAbstract:The purpose of this chapter is to trace the long-term trend of Professionalization of the military and the civil–military relations of modern Korea. It reviews the patriarchal relation between the king and the military officer in ancient Korea and how the patron–client relations of a parochial society have continued between the political ruler and the military of modern Korea. The history of modern Korea is examined according to the level of development and the nature of civil–military relations. The Korean military has gradually changed from a parochial Army to a Professional one, and the civil–military relations of modern Korea have been normalized.
Andrzej Wilk - One of the best experts on this subject based on the ideXlab platform.
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towards a Professional Army changes to the structure of the officer cadre and the manning system of the russian armed forces osw commentary no 73 2012 03 28
2011Co-Authors: Andrzej WilkAbstract:The structure of the Russian Army’s personnel has undergone a major transformation in recent years. The Armed Forces are no longer a downsized continuation of the Soviet-era mass Army, but are gradually becoming a de facto Professional Army in which conscription, now employed on a diminishing scale, will primarily constitute a first step towards a continued Professional military career. The cornerstone for the process of Professionalisation has been laid by a personnel reform which cut the number of officer posts by nearly half and considerably restricted the recruitment of new officers, thus restoring traditional proportions to the structure of the officer corps. The plans to ultimately implement a manning system based predominantly on contract service are a natural consequence of these changes. The ongoing Professionalisation of the Russian Armed Forces should be treated as a conscious effort which is mainly necessitated by global trends: despite the demographic changes taking place, Russia could still maintain an Army with a declared strength of one million soldiers, most of them conscripts.
Theo Farrell - One of the best experts on this subject based on the ideXlab platform.
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transnational norms and military development constructing ireland s Professional Army
European Journal of International Relations, 2001Co-Authors: Theo FarrellAbstract:This article examines the impact of transnational norms on military development. In so doing, it combines constructivism's study of systemic norms with culturalist work on unit-level norms. I focus on two transnational norms — norms of conventional warfare and norms of civilian supremacy — and show how they shape military development through a case study of post-revolutionary Ireland. I draw on recent work by constructivists to elucidate the context, process and mechanism whereby transnational norms are diffused and empowered in new national contexts — a process called norm transplantation. Norm transplantation is particularly problematic when transnational norms clash with local norms. Drawing on studies of military culture and military innovation, I identify the conditions necessary for norm transplantation to occur in cases of cultural clash. Returning to the Irish case, I show how transnational norms of military Professionalism became encoded in Irish Army culture despite the fact that its predecessor...
Staffan Ringbom - One of the best experts on this subject based on the ideXlab platform.
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security gradient and national defense the optimal choice between a draft Army and a Professional Army
2014Co-Authors: Vesa Kanniainen, Staffan RingbomAbstract:The earlier work on the optimal design of the national security has focused on the opportunity cost of the draft in terms of foregone human capital formation. The current paper introduces the national security into the welfare analysis missing from the earlier work. This creates a trade-off between the private goods and the security as a public good in the social cost-benefit analysis. There are three major results. First, and arising from the intergenerational interaction, it is optimal to introduce a pay to the young generation when in duty even by resorting to a distortive tax. Second, when optimizing the size of the Army, the optimal choice between the draft Army and the Professional Army depends on the risk class of the country. A security gradient arises. Third, the choice is linked to the size and the quality of the reserve generated by the two approaches.
