Leader development in army units: Views from the field

Schirmer, Peter; Crowley, James C.; Blacker, Nancy E.; Brennan, Richard R; Leonard, Henry A.; Polich, John; Sollinger, Jerry M.; Varda, Danielle M.

doi:10.1037/e654372010-001

Cited by 6 publications

(8 citation statements)

References 12 publications

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“…Untuk mencapai matlamat ini, PPK mula direka bagi mewujudkan jangkaan pembelajaran yang realistik, membuat pekerja berasa selesa menghadiri program latihan, meningkatkan kebolehupayaan pekerja yang selari dengan keperluan organisasi, menyediakan barisan pemimpin yang berkebolehan tinggi dan fleksibel dalam menghadapi cabaran dan pembaharuan di masa hadapan, menerima perkembangan teknologi yang terkini dan melakukan inovasi secara berterusan dan mewujudkan hubungan sosial yang kompleks serta menjadikan organisasi yang mementingkan pembelajaran secara berterusan (Brum 2007;Schirmer et al 2008). Pendekatan pembangunan ini diharapkan dapat mengubah gaya kepimpinan pengurus daripada hanya menyelesaikan masalah semasa kepada membentuk organisasi (Hussain 2011;Muhammad Madi et al 2011).…”

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“…Dalam model pembangunan pengurusan organisasi, kebanyakan sarjana berpendapat bahawa kandungan kursus, peranan jurulatih dan sokongan pengurusan adalah konsep yang berbeza tetapi saling berkaitan di antara satu dengan yang lain. Sebagai contoh, kebolehan pengurusan mereka bentuk kandungan kursus yang menepati keperluan tugas, kebolehan jurulatih mengajar dan membimbing secara teratur dan kesediaan pihak pengurusan menghulurkan sokongan fizikal dan moral dengan sewajarnya berupaya meningkatkan minat para pelatih mempelajari dan mengaplikasikan pengetahuan semasa, kemahiran baharu, kebolehan terkini dan sikap positif apabila kembali bertugas di organisasi (Schirmer et al 2008;Azman et al 2011: Hatfield et al 2011Harris et al 2014). Sifat perhubungan ini adalah sangat menarik, namun saiz kesan peranan PPK sebagai pemboleh ubah peramal tidak dibincangkan secara kritikal dalam kajian literatur pembangunan sumber manusia.…”

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Program Pembangunan Kepimpinan Meningkatkan Pemindahan Latihan dalam Tentera Darat Malaysia: Kajian Empirikal

Ismail

Zainol

Ahmad

2016

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Tujuan kajian ini adalah untuk mengukur perhubungan di antara program pembangunan kepimpinan dengan pemindahan latihan. Kaedah tinjauan telah digunakan menerusi borang soal selidik yang diedarkan kepada para pemimpin tentera darat yang bertugas di Semenanjung Malaysia. Analisis model laluan Smart Partial Least Squares (SmartPLS) telah dilaksanakan untuk menguji hipotesis-hipotesis kajian dan keputusan pengujian ini menunjukkan tiga penemuan penting; pertama, kandungan kursus mempunyai perkaitan yang positif dan signifikan dengan pemindahan latihan. Kedua, peranan jurulatih mempunyai perkaitan yang positif tetapi tidak signifikan dengan pemindahan latihan. Ketiga, sokongan pengurusan mempunyai perkaitan yang positif dan signifikan dengan pemindahan latihan. Dapatan ini mengesahkan bahawa kandungan kursus dan sokongan pengurusan telah bertindak sebagai pemboleh ubah peramal yang penting kepada pemindahan latihan. Sebaliknya, peranan jurulatih tidak berupaya bertindak sebagai pemboleh ubah peramal yang penting kepada pemindahan latihan di organisasi kajian. Justeru itu, artikel ini turut menghuraikan perbincangan, implikasi dan kesimpulan kajian.

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Program Pembangunan Kepimpinan Meningkatkan Pemindahan Latihan dalam Tentera Darat Malaysia: Kajian Empirikal

Ismail

Zainol

Ahmad

2016

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“…Views from the Field" determined that experiential learning derived from exposure to a variety of assignments and leaders in the operational domain was the most significant contribution to the development of Army leaders. 60 Furthermore, the results of the study indicated that the Army Captains and Majors surveyed ranked actual experience, role models, and exposure to leaders as the three most significant leadership development activities. 61 Additionally, the study identified that the battalion level commander had the greatest influence on the leader development of junior officers.…”

Section: Training Reform To Enable Mission Commandmentioning

confidence: 94%

Developing a Climate of Trust

Mintz¹

2013

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The public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing the burden, to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

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“…However, these same junior officers have the common perception that unit commanders' personalities and capabilities tremendously affect personal interaction; to them, it is either hit or miss. 60 Further, very few junior officers believe leaders discuss future duty requirements to a great extent and very little discussion of leadership skills is perceived to occur between them and their rater or senior rater. 61 unit during operations or tactical training exercises, the examples set forth by their leaders in the chain of command and mentoring from a leader in their chain of command.'…”

Section: Whilementioning

confidence: 99%

Reality vs. myth: Mentoring reexamined

Livingston¹

2010

PsycEXTRA Dataset

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REALITY VS MYTH MENTORING REEXAMINED by COL Russell M. Livingston, U.S. Army, 53 pages. Transformation and the current operational pace have created less time for senior mentorship. Additionally, mentorship is so loosely defined and understood that it often is mislabeled and wrongly identified. Mentorship could be viewed as such a special category of relationship that it is seldom ever accomplished. Mentorship may end up idealized so much that it seldom meets the expectations of those who experience it. More importantly, because the relationship is at times viewed as so unique and specialized many may not experience it at all. Further, those who do experience a special mentorship connection may induce a feeling in other officers that they too need this type of relationship to be successful. If mentorship is itself such a special category of interpersonal relationship many may have expectations that are not realistic. On the other hand, having a mentor makes people feel special and important. This extra attention helps promote self-worth, particularly if the mentor is senior with a successful career. Officers who lack this kind of attention have the impression that the Army is impersonal and non-caring. Understanding the miscommunication about mentorship is important to fixing the idealized perception, if one exists. Consequently, increased understanding helps recognize how best to implement the concept for leader development and growth in the profession today. Clarifying the definition through case studies and historical examples provides illumination in order to help adjust expectation. While the mythological part of mentorship is not attainable, leader development certainly is; diminishing this myth and getting back to reality for this concept provides tremendous benefit on how to realistically understand, promote and implement mentoring. This study establishes the background on how mentorship became adulatory. Research includes surveys, case studies, historical artifacts and some specific historical examples of mentorship, for example, the relationship between Fox Conner and Eisenhower. It conducts a thorough review of the current formal Army doctrine on mentoring and examines if there is a deficiency or confusion in regards to definition. This study documents the formal training and instruction in mentorship to determine the current emphasis and availability for leaders/officers at standard TRADOC schools. It reviews mentoring models and applications, and reviews current books and journal articles as well.

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Leader development in army units: Views from the field

Cited by 6 publications

References 12 publications

Program Pembangunan Kepimpinan Meningkatkan Pemindahan Latihan dalam Tentera Darat Malaysia: Kajian Empirikal

Program Pembangunan Kepimpinan Meningkatkan Pemindahan Latihan dalam Tentera Darat Malaysia: Kajian Empirikal

Developing a Climate of Trust

Reality vs. myth: Mentoring reexamined

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