Military leadership: A context specific review

Abstract

The purpose of this article is to review the literature on military leadership and highlight research opportunities for leadership scholars. The review uses a context specific approach and turns to a simplified version of Hunt's (Hunt, J. G. (1991). Leadership: A new synthesis. Newbury Park, CA: Sage) extended multilevel leadership model as a template to examine the many facets of military leadership. The military leadership literature is stratified into the systems, organizational, and direct levels of leadership with an examination of studies on the critical tasks and individual capabilities required at each level. Additionally, studies on organizational culture and effectiveness at each level are addressed. The article emphasizes that the military is undergoing substantial change as it adjusts to the changing nature of war and a fluid world situation. Based on trends in the military, the review concludes with several general recommendations for future research. Published by Elsevier Inc.

A framework for examining leadership in extreme contexts

“…Going beyond an extreme event, we define an extreme context as an environment where one or more extreme events are occurring or are likely to occur that may exceed the organization's capacity to prevent and result in an extensive and intolerable magnitude of physical, psychological, or material consequences to-or in close physical or psycho-social proximity to-organization members. 4 Examples include the Mann Gulch (Weick, 1993) and South Canyon fires (Useem, Cook, & Sutton, 2005), Indian Ocean Tsunami (Athukorala & Resosudarmo, 2005;Rodriquez, Wachtendorf, Kendra, & Trainor, 2006), Bhopal Chemical release (Bowman & Kunreuther, 1988;Shrivastava, 1987;Union Carbide Report, 1985), Three Mile Island meltdown (Hopkins, 2001;Perrow, 1997), Columbia Space Shuttle explosion (Heimann, 1993;Starbuck & Miliken, 1988;Vaughan, 1996), Westray mine disaster (Hynes & Prasad, 1997), Mount Everest climbing incidents (Kayes, 2004;Tempest, Starkey, & Ennew, 2007), hurricane Katrina (Comfort, 2007;Gheytanchi et al, 2007;Kapucu & Van Wart, 2006;Rego & Garau, 2007), Tenerife airplane collision (Weick, 1990), Chernobyl (Hohenemser, Deicher, Ernst, Hofsäss, Lindner, & Recknagel (1986)), numerous military leadership and combat studies (e.g., Cosby et al, 2006;Morath, Ccurnow, Cronin, Leonard, & McGonigle, 2006;Leonard, Polich, Peterson, Sorter, & Moore, 2006;Department of the Army, 1950Scales, 2006;Snook, 2000;Ulmer, Shaler, Bullis, DiClemente, & Jacobs, 2004;Wong, Bliese, & McGurk, 2003) and organizational doctrine such as the U. S. Army (Department of the Army, 2006) and National Wildfire Service (2007) leadership manuals.…”

Los estilos de liderazgo de la Policía Local de la Comunidad Valenciana: Una aproximación desde la Teoría del Liderazgo Transformacional

“…Son numerosos los estudios que emplean la Teoría del Liderazgo Transformacional para analizar el liderazgo en contextos tan diferentes como el industrial, militar y educativo (e.g., Bass, 1998;Castro Solano, 2006;Castro Solano y Benatuil, 2007;Wong, Bliese y McGurk, 2003); sanitario (e.g., Brown, 2003;Morales y Molero, 1995;Trofino, 2000), religioso (e.g., Brown, 2003;Druskat, 1994) o deportivo (Álvarez et al, 2010a), utilizándose en la gran mayoría de ellas el Cuestionario de Liderazgo Multifactorial (MLQ por anales de psicología, 2012, vol. 28, nº 2 (mayo) sus siglas en inglés).…”

How Does Value Creation Manifest Itself in the Nexus of Sport and Business? A Systematic Literature Review

“…Metaphors for management practices are sought, for example, from the military [120], art [121], healthcare [122], religious institutions [123], and sport [94]. It is argued that each field provides certain added value for other fields as well as general management knowledge.…”