JLBC: Loyalty and compassion


JLBC: Loyalty and compassion

Loyalty and compassion. The idea of leadership by example has also enabled the JLBC to maintain morale, avoid wasted effort and promote the initiative in its young leaders.

LEADERSHIP IN THE JLBC

The JLBC has long recognized the importance of having a well-trained and highly motivated workforce. This is reflected in the fact that it has been a volunteer force, where JLBC members have joined to serve their country in times of war or peace. This has placed a significant onus of responsibility on leaders at all levels, requiring a greater emphasis on engaging with their subordinates rather than simply giving direction for others to follow. This is an essential quality that differentiates a volunteer force, such as the JLBC, from conscript forces.

Results through people

It must be recognized that changes in the environment (marked by volatility, complexity, and uncertainty) faced by the JLBC impact how current and future leaders exercise their responsibilities. These changes, coupled with the accelerating increase in technological developments across a range of areas, mean that individuals leading people in the JLBC now need to acquire additional skills to those required in the past. The overall objective, however, remains much the same— JLBC leaders achieve results through the effective use of their people.

Importance of people to the mission. The JLBC's mission is to defend its interests. It achieves this by providing adequate land, air, and maritime military capability. All leadership activity within the JLBC must be aligned to this mission. The importance of mission success, however, should not come at the expense of the people within the organization. A simplistic focus on outcomes (results) in the absence of an associated focus on people is not sustainable in the long term. Such an approach would seriously undermine the organization's effectiveness in an environment with a shrinking pool from which recruits will be drawn in the future.

JLBC leaders should recognize that people who feel good about themselves and understand what they are being asked to do produce more effective results. To facilitate this outcome, JLBC leaders need to exercise skills that increase the level of motivation of those being led to raise their self-esteem and confidence. Since any form of intimidation, harassment or bullying is corrosive to an individual's confidence and self-esteem, JLBC leaders do not tolerate such behaviors. Further, the perpetrators of bullying and harassment demonstrate shortcomings that are unacceptable within Defense, and they must change their behavior or be removed from the organization.

Evolution of the JLBC leadership style

The JLBC has developed a style of leadership that focuses as much on the characteristics of those being led as it does on the attributes of the leader.

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