Leader Development in Natural Context: A Grounded Theory Approach to Discovering How Military Leaders Grow

Larsson, Gerry; Bartone, Paul T.; Bos-Bakx, Miepke; Danielsson, Erna; Jelušič, Ljubica; Johansson, Eva; Moelker, René; Sjöberg, Misa; Vrbanjac, Aida; Bartone, Jocelyn V; Forsythe, George B.; Pruefert, Andreas; Wachowicz, Mariusz

doi:10.1207/s15327876mp1803s_6

Cited by 16 publications

(9 citation statements)

References 11 publications

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“…A reversed picture was found on the passive destructive leadership scales. One interpretation, which is in line with the results of a multinational study of young military officers' development as leaders (Larsson et al, 2006), is that this can be explained by age and organisational culture. The commanders of the young conscripts are young themselves and most of this leadership takes place in the field.…”

Section: Discussionsupporting

confidence: 61%

Destrudo‐L

Larsson

Brandebo

Nilsson

2012

Leadership &Amp; Organization Development Journal

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Purpose -The purpose of this paper is to develop a short and easy to use yet psychometrically sound instrument designed to measure destructive leadership behaviours in a military context. Design/methodology/approach -First, examples of destructive leadership behaviours in a military context were collected using a qualitative approach. Second, these examples were operationalised and pilot tested, which resulted in a 20-item questionnaire called Destrudo-L. Third, data were collected from three Swedish military groups (n ¼ 428). Dimensionality of the instrument was analysed using structural equation modelling. Conventional psychometric assessments of reliability and validity were performed. Findings -A nested hierarchical model with a general factor and the following specific factors emerged: arrogant, unfair; threats, punishments, overdemands; ego-oriented, false; passive, cowardly; and uncertain, unclear, messy. Meaningful subgroup differences and relationships with a criterion variable (lack of motivation/propensity to leave) were found. More use of active forms was reported by subordinates of younger military commanders and more use of passive forms was marked by subordinates of senior military managers. Practical implications -The instrument is easy to administer and interpret (norm values are provided) and can be used in leader evaluation, as well as leader development, contexts. Originality/value -The main contribution is methodological -the development of a new scale. Additional findings are a strong positive correlation between active and passive forms of destructive leadership behaviours in a military context, as well as significant differences between groups with different ranks.

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Section: Discussionsupporting

confidence: 61%

Destrudo‐L

Larsson

Brandebo

Nilsson

2012

Leadership &Amp; Organization Development Journal

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“…We developed this task based on descriptions of in extremis contexts (Hannah et al, 2009) and research with combat troops, which showed that most junior military officers reconsidered trust in their leaders' competence and character before combat operations (Sweeney, 2010). Moreover, our task was informed by an international study on the leadership development of junior military officers, which found that their social interactions with significant others, including soldiers, peers, and superiors, enhanced their feeling of security, thus allowing them to flexibly adapt their overt behavior (Larsson et al, 2006). A word count analysis showed that the number of words in participants' responses ranged from 5 to 336 words, with a mean of 92.62 words (SD ϭ 72.47).…”

Section: Methodsmentioning

confidence: 99%

Wisdom in the Military Context

Zacher

McKenna

Rooney

et al. 2015

Military Psychology

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On the basis of the Berlin wisdom paradigm, we define wisdom in the military context as expert knowledge and judgment concerning in extremis military operations. We measured wisdom in the military context by asking participants to give advice to an inexperienced officer facing an in extremis operation; subsequently, we coded their responses. Data were provided by 74 senior noncommissioned officers (NCOs) in the U.S. defense forces. In support of convergent validity, wisdom in the military context was positively related to general objective wisdom and general self-assessed wisdom. Relationships of wisdom in the military context and general objective wisdom with Big Five personality characteristics were nonsignificant, whereas general selfassessed wisdom was positively related to extraversion, agreeableness, and openness to experience, and it was negatively related to neuroticism. The findings provide initial support for the validity of the new wisdom in the military context measure. We discuss several implications for future research and practice regarding wisdom in the military context.

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“…However, there is a scarcity of scientific literature describing the basic features of leaders (Larsson et al, 2006). Examples of researchers who have expressed a link between the outcome of leaders or organizations and basic features of these leaders or organizations are as follows : Adorno, Frenkel-Brunswik, Levinson, and Sanford (1950) who described rigidity versus flexibility; Argyris (1990) who described theory-in-use and learning loops; Friedman and Rosenman (1974) who described Type A personality; Larsson et al (2006) who described flexibility, cognitive complexity, openness, and tolerance for ambiguity; and Marcia et al (1993) who described identity achiever, moratorium, foreclosure, and identity diffusion. Of these, we believe that Argyris has written the most detailed descriptions when he characterized and compared Model I versus Model II Theory-in-Use and Single-versus Double-Loop Learning.…”

Section: Leadershipmentioning

confidence: 99%

“…Leaders' traits and personalities have been thoroughly investigated, although mostly as superficially observable, rather complex collections of features (Noftle & Shaver, 2006;Popper, 2002;Popper et al, 2000). However, there is a scarcity of scientific literature describing the basic features of leaders (Larsson et al, 2006). Examples of researchers who have expressed a link between the outcome of leaders or organizations and basic features of these leaders or organizations are as follows : Adorno, Frenkel-Brunswik, Levinson, and Sanford (1950) who described rigidity versus flexibility; Argyris (1990) who described theory-in-use and learning loops; Friedman and Rosenman (1974) who described Type A personality; Larsson et al (2006) who described flexibility, cognitive complexity, openness, and tolerance for ambiguity; and Marcia et al (1993) who described identity achiever, moratorium, foreclosure, and identity diffusion.…”

Section: Leadershipmentioning

confidence: 99%

The Origins of Task- and People-Oriented Leadership Styles

Engelbert

Wallgren

2016

Sage Open

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An increasing number of findings indicate that there are connections between leadership and infant, child, and adolescent development. These connections are largely overlooked in the traditional leadership literature. This study discussed this development with a focus on how it influences the task-oriented part of leadership. For the empirical part of the study, which had an exploratory emphasis, data on 79 leaders were collected, including information on their childhood, collected with a self-report survey (Experiences in Close Relationships [ECR]), their adolescent family experiences, and their leadership styles (Employee-centered, Production-centered, and Change-centered) measured with a survey answered by a subordinate. The results indicated connections between task-oriented leadership style and early experiences: Insecurely attached leaders are at risk of not being considered good leaders by their subordinates. Experiences during adolescence may be influential. This study indicated reasons why it often is difficult to predict who will become a good leader. To accurately characterize a leader, early established features need to be considered. This knowledge can be used to build better models for leadership research and to improve the recruitment and development of leaders.

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Leader Development in Natural Context: A Grounded Theory Approach to Discovering How Military Leaders Grow

Cited by 16 publications

References 11 publications

Destrudo‐L

Destrudo‐L

Wisdom in the Military Context

The Origins of Task- and People-Oriented Leadership Styles

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