The recognition by some military leaders about the ...



13th ICCRTS

“C2 for Complex Endeavors”

Title of Paper: A Leadership Development Framework for Complexity and Adaptability

Topics: #4 Cognitive and Social Issues; #6 C2 Assessment Tools and Metrics

Author: Sandra M. Martinez, Ph.D.

Visiting Professor, Chair of Defense Transformation

U.S. Army War College

Department of Command, Leadership and Management

122 Forbes Ave.

Carlisle, PA 17013

e-mail: Sandra. M. Martinez@us.army.mil

Tel: 717-245-4785

Cell: 610-742-9695

ABSTRACT

The recognition by some military leaders about the need for a different paradigm of leadership that responds to requirements for adaptability in complex environments has not necessarily translated into action. Existing organizational structures and processes which explicitly and tacitly support current ways of thinking and patterns of behavior often present obstacles to transformation. Nevertheless, changing the framework, structure, and processes in and by which a new generation of leaders are developed is a critical component of the current military cultural transformation.

This paper will integrate knowledge from the C2 literature, scholarship in leadership complexity, and the constructive development literature from psychology and organization science which contributes to our understanding of a new leadership paradigm and its implications for leadership development. It will highlight characteristics of the Leadership Development Framework (LDF) and the assessment instrument (LDP) associated with this framework as it appears to be the only leadership development framework that is compatible with complexity.

Thus, the paper will describe the cognitive basis of adaptability, illustrate the compatibility between the LDF and non-linearity, report results of an empirical study about the relationship between leadership development and the probability of organizational transformation, and describe an inter-institutional pilot project incorporating the LDF at the USAWC.

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