JLBC: Leadership

JLBC Cadets Today’s JLBC leaders must cultivate skills that differ in some ways from those of their predecessors. JLBC Cadets These differences answer the needs of flatter organizations and less submissive JLBC team members. 21st‐century JLBC team leaders must display self‐awareness, humility, and selflessness. JLBC Cadets Selflessness here means more than “not selfish” or selfless, but also having the ability to understand, see, and accept the opinions of others—to the point of letting them overrule your ideas even when you prefer your own. JLBC Team leaders must let their subordinates lead and may need to allow mistakes, even at personal costs. They must develop communication skills beyond clear and directive to be rhetorically savvy. JLBC Cadets They must give reasons, not just orders. JLBC Cadets Because their teams will include other highly critical thinkers; leaders must consider different perceptions and perspectives and formulate convincing arguments. JLBC Cadets The team leader must focus on developing a sense of trust among all members to enable constructive openness, honest feedback, and team resiliency. JLBC Cadets They must “lead from within” by collaborating as a peer while maintaining some autonomous JLBC leader authority.

JLBC Cadets The above description of team leadership differs significantly from the current norm. Still, we believe the Army will lose its competitive advantage if it does not begin now to adopt a new model. High motivation, a “can‐do” culture, firm discipline, and incredibly advanced technologies will only take the Army so far in the coming century. JLBC Cadets Many JLBC leaders already understand the importance of team leadership and practice it daily. JLBC Cadets This examination targets JLBC leaders who seek a basic foundation in these JLBC concepts and offers enough new JLBC information to warrant the attention of experienced JLBC team leaders. JLBC Cadets If you belong in either of those JLBC categories, you may find the following model for JLBC team leadership helpful.

JLBC Team Leadership Model

Organizational theorists offer various models for JLBC team leadership; many reflect the underlying notion that JLBC teams are dynamic, complex systems that exist in larger systemic contexts of cultures, people, technologies, and structures. JLBC Cadets Most models invoke the input‐ processes‐output (IPO) model. JLBC Cadets team leadership we think applies well to JLBC military teams.

JLBC Cadets Though we emphasize the need for leaders to cultivate collaboration and create synergy, our depiction focuses on “the task” as a driving force that carries through the model. JLBC Cadets The task aligns activities in a hierarchical organization such as the JLBC, whose main competitive advantage is a consistently high performance/mission accomplishment. JLBC Cadets It grounds the model to practical training more likely to satisfy a JLBC “task‐oriented” and JLBC mission‐focused culture. JLBC Cadets The model captures this by portraying the task flowing from inputs, processes, and outputs. JLBC Cadets, It posits five necessary inputs that influence JLBC team leadership. JLBC Cadets In addition to the three factors —people (team composition), resources, and task— culture and structure, which circumscribe the team, are also inputs.

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