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| 1SG Marcus Richardson (second from left) and CPT Doug Armstrong (far right) with Iraqi Army Leadership. |
What?
In 2009, I commanded the 591st Engineer Company
in Iraq. Our mission was to clear routes of Improvised Explosive Devices
(IEDs). We also had a mission to partner with an Iraqi Army Engineer unit to
train them on military engineering. Due to the various missions we had, our
company relied on the empowerment of leaders and the ability of leaders to make
decisions independent of a command from higher. My company had a typical
military hierarchy leadership organization. But, within this organization
there were many non-hierarchical leadership relationships.
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| Typical Organizational Structure of an Army Engineer Company |
In recent times military leaders have become more
aware of non-hierarchical leadership processes. Due to the Global War on
Terror, we have found over the past 10 years that the need for decentralized
decision making is necessary to immediately affect decisions made on the
ground. In a sense, Soldiers don’t have the luxury of waiting on orders or
guidance anymore. Action must be taken with or without a command decision.
Though
this isn’t a new concept, this decentralization can be likened to the complex
leadership theory. Avolio, Walumbwa and Weber touch on this subject in their
research review, “Leadership: Current Theories, Research, and FutureDirections”. Citing Unl-Bien’s complexity leadership theory:
complexity leadership,
“(is) an interactive system of dynamic, unpredictable agents that interact with each other in complex feedback networks, which can then produce adaptive outcomes such as knowledge dissemination, learning, innovation and further adaptation to change (Uhl-Bien M, Marion R, McKelvey B. 2007. Complexity leadership theory: shifting leadership from the Industrial Age to the Knowledge Era. Leadership. Q. 18:298–318).”
So What?
Prior to our deployment I used Dr. David Kilcullen’s
article "Twenty-Eight Articles: Fundamentals of Company-Level Counterinsurgency" to shape the leader training for my company. Kilcullen
is a master of counter-insurgency operations. In his article he identifies some
principles to direct company grade leadership in organizing, preparing for and
executing counter-insurgency operations. Two of his points are especially true
when discussing complex leadership.
“Rank is nothing: talent is everything” – Place Soldiers in positions where they will naturally excel due to natural or learned talents.
“Train the squad leaders—then trust them” – Empower leaders to make decisions. Teach them what right looks like.
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| SSG Ochoa (the one with the bunny ears), Liaison with Iraq Army |
As
a company commander, I ingrained these lessons into my company. When we had to
make some changes to the unit’s organization, I did so with little resistance.
Leaders were empowered to make decisions based on an overall philosophy that I
provided. What emerged were various ‘leaders’ excelling in formal and informal
leadership positions. We were also able to accomplish more with less due to the
decentralization of decision making.
Caveat: I am not arguing
that the military hierarchy doesn’t work. Without the strict formal command
relationship, the military would have a drastic breakdown in discipline.
However, I believe that there is a delicate balance of command and control
through the military organization and using our best talents in fields where
they are most likely to succeed. HOWEVER, this requires trust between leaders
and their subordinates. The leader must also provide constant oversight to
ensure his/her philosophy is being followed.
Now What?
Many studies have
been and are being conducted on leadership in the military. I believe that the
experiences of younger NCOs and officers like me will benefit the leadership
studies of the military in the future. I believe that our military is producing
some of the most adaptive leaders of all time.
On my personal
leadership journey I have discovered that one of a leader’s greatest strengths
is to listen to other members of his team and employ each team member according
to their strengths. A leader can best affect the outcomes by simply being
adaptive and communicating his vision clearly early on.
