Hybrid Phase 1
Army Leadership
Army Leadership
Introduction
Attributes and Competency
Character
Dishonesty
Cunning
Intellect
Pride
Decision Making
Leadership
Trust
Lead By Example
Communication
Recommendations for the Commander
Personal Command Philosophy
Ethical Training
Moral Leadership Training
Such Traps
Simple
Complicated
The United States Army is one of the best organizations in the world adhering to and practicing very high standards. In spite of these high standards, compromise and break downs in the system are possible. This is because no organization is perfect, or another way of saying this, is that all organizations are made up of human beings. Man is flawed and by nature, if not instructed and taught otherwise, will do wrong rather than right.
The recent discovery and exposure of the Joint POCs/MIA Accounting Command (JPAC) conducting phony ceremonies honoring “returning” remains has proven to be a dishonorable, deceptive and well below standard operation. In terms of leadership requirements, the two attributes that the leadership involved in planning and executing this operation failed to exhibit character and demonstrate intellect. In regards to competencies, the leadership failed in simply showing good leadership skills. A careful look at the infractions of the above mentioned attributes and competency will determine where things went wrong and with this information mitigate the possibility of such events from happening in the future.
An initial read and understanding of the case in discussion, one would think, “What were they thinking?”, “How dumb was that!”, “Did they really think they were going to get away with that?’ It is obvious that the leadership of this operation lacked intellect and sound judgement. A big part of poor decision making is pride. Both history and present day situations prove this. The US Army has no lack of very smart and experienced personnel. When a Commander realizes this, he/she should not only be humble, but he/she should also take advantage of this by seeking wise counsel from them. His/her leadership should be such that his subordinates should want to see him/her succeed in their decision making and career. If this is not the case, then the Commander is inclined and apt to failure.
A legitimate question concerning JPAC conducting phony ceremonies honoring “returning” remains of Soldiers from down range is whether the leadership involved were competent. A person who is competent is one who has suitable or sufficient skill, knowledge and experience concerning the task at hand. This is no doubt in question in the case being discussed for this paper. In the Leadership Requirements Model found in PD 6-22, one of the Competencies is Leads. This doctrine states that building trust, leading by example and communication are vital in good leadership quality. Without trust, Soldiers will not follow a leader. A good leader will lead such an example that Soldiers will trust them and follow them. There are no short cuts to building trust. A leader must be intentional in his/her pursuit and honest with himself/herself about whether they are creating an environment conducive to building trust. General Raymond T. Odierno said that, “trust is the bedrock of our profession – trust between each other, trust between Soldiers and leaders, trust between Soldiers and their families and the Army, and trust with the American people.”
According to ADP 6-22 paragraph 3, “leadership is the process of influencing people by providing purpose, direction and motivation to accomplish the mission and improve the organization.” There are all types of leadership styles in the US Army. Some perhaps are better than others, and it can be argued that certain leadership styles are better in certain situations. However, all leadership styles must emphasize proper communication. Eighty-five percent of marital problems is lack of proper communication. This also can be said of the work place when there is a deficiency in the work place, a careful observation will most likely point to communication problems. Leadership is where communication responsibilities falls on. The US Army has recently studied toxic leadership and the studies have shown that poor communication contributes to toxic leaders.
Every US Army personnel knows well the Seven Army Values, along with what is expected as professionals. Human nature is not only having the propensity to do wrong rather than right, but also human nature is forgetful. The US Army is known for its repetitive training and reminders of simple moral principles, briefed particularly at Safety Briefings. In terms of recommendations for command training and practices that will mitigate the possibility of a another disgraceful and embarrassing act conducted by JPAC from happening in the future, the Commander should first develop and state his/her Personal Command Philosophy. In establishing a PCP, this gives clear guidance to all leadership in the unit as to what is expected of them from the Commander. In an article entitled, Developing an Effective Command Philosophy, LTC Harry Garner states, “By reflecting on one’s past experience, values, and beliefs, leaders cab determine ‘what they believe’ concerning leadership. This discovery and subsequent codification of leadership values and beliefs creates a map that guides the leader as he attempts to shape a positive organizational climate. Through the application of a personal leadership philosophy as manifested in the organizational command philosophy, the leader imparts his values throughout the organization and affects its moral and operational compass.” The Commanders PCP should be restated at every New Comers briefing.
Secondly, the Commander should implement bi-annually ethics training for all Senior NCOs and officers. This training should be well planned and promoted with the understanding of its importance for the well-being of the unit. Paul Robinson writes, “Ethics training needs to be seen as something other than a burdensome compulsory duty. Rather it needs to be integrated into military training from a very early stage as a fundamental part of the process of developing professional soldiers. This also means that ethics courses which form part of the curriculum at military academies might in some cases be usefully moved forward to appear earlier than they currently do. It also means that ethics needs to be integrated into military exercises and pre-deployment training for operations, so that it becomes a part of regular military life.”
Along with the Commander’s PCP and ethical training, he can have the chaplain give quarterly moral leadership training in accordance with AR 165-1, paragraph 9-10c and 9-11, which has the following objectives: to enhance Soldierly virtues and values, to instill the values of responsible citizenship and service to country, to develop cohesion in the exercise of understood moral and ethical standards, to provide moral leadership material for the Command and to examine the relationships between the expression of faith, religion and morality. The chaplain will include in his training not only the Army Values, but also other relevant character traits and moral principles that will aim to inform Soldiers how to be not only better Soldiers, but also a better individuals in general.
An appropriate question to ask concerning JPAC conducting false ceremonies honoring “returning” remains of Soldiers from down range is how an entire command can fall into such traps. The answer is both simple and complicated. Simple in that pride enters into the heart of man. Leadership can obtain such high ranks and positions that they feel they are above the rules set in place and they need not obey the regulations. They feel that their ideas are better, thus they can do things better. The complicated answer is that being a leader of attributes and competencies as outlined in ADP 6-22 is both personal and professional development that begin as an adolescent and carries on through ones entire life in all areas of one life.
Indeed, the United States Army is one of the best organizations in the world that adheres to and practices very high standards. Its history has been one of great accomplishments and impressive feats. As leaders continues to follow good leadership models, develop the Army Values in all areas of their lives, develop and live by solid Personal Command Philosophies and implement credible and necessary training in their units, the US Army will always be a great organization.
Bibliography
Bradley, Gabriel, LT. 2012. "Honor, Not Law". Armed Forces Journal March: 21.
Garner, Harry C., LTC. 2012. “Developing and Effective Command Philosophy”. Military Review (September-October): 75.
Robinson, Paul. 2007. “Ethics Training and Development in the Military”. Parameters (Spring): 33.
Endnotes
