Adaptive Leadership: Starting at the lowest levels

| June 17, 2016 | 0 Comments
Soldiers from Bravo Company, 225th Brigade Support Battalion, 2nd Infantry Brigade Combat Team, 25th Infantry Division, participate in a leadership development class to determine their natural work style June 2 on Schofield Barracks, Hawaii.  (U.S. Army photo by Capt. Katie Richesin, 2nd Infantry Brigade Combat Team Civil Affairs/Released).

Soldiers from Bravo Company, 225th BSB, 2nd BCT, 25th ID, participate in a leadership development class to determine their natural work style June 2 on Schofield Barracks, Hawaii.

 

Capt. Katie Richesin
2nd Brigade Combat Team Civil Affairs
25th Infantry Division

 

SCHOFIELD BARRACKS — Bravo Company, 225th Brigade Support Battalion, 2nd Brigade Combat Team, 25th Infantry Division, completed its Stryker turn-in, a difficult three-month process that equated to long hours for the maintenance company.

The company’s noncommissioned officers gathered in their break room, June 2, to relax and eat pizza. However, the lunch was soon cut short when their company commander gave them the next task, which was talking about leadership from a psychology perspective.

It is the second leadership development class for the company. The first focused on a moral test in which junior leaders were given 60 characteristics, eventually narrowed down to the five, that were the most important to the Soldier.

“Decisions centered around who you are makes a person happier,” said Capt. Amber English, commander, Co.B, 225th BSB. “It goes back to who they are fundamentally.”

This introspection continued in a second class focusing on leadership style during stressful and non-stressful situations.

After a short introduction to the book “Friendly Style Profile for People at Work” by Dr. Susan Gilmore, the NCOs took a test to determine their natural leadership styles. They then divided into groups with a mixture of the four styles to try to understand how different Soldiers react to different leadership styles.

“People respond differently to different situations. Their genetic make-up is different. Different leadership styles are needed because people are different,” said Spc. Eugene Cox, an administrative clerk for Bravo Company.

English hopes her Soldiers understand the impact they have on others.

Soldiers from Bravo Company, 225th Brigade Support Battalion, 2nd Infantry Brigade Combat Team, 25th Infantry Division, take the Friendly Style Profile Test to determine their natural work style as part of a leadership development class June 2.

Bravo Company taking the Friendly Style Profile Test.

“I have to think of people with different attributes,” said Staff Sgt. Ronald Winterstein, 225th BSB master driver. “When I am going to interact, if they’re opposite, I may push them away.”

Cox added he definitely needs to be more concerned about how people react and how they are handling situations.

“People’s feelings affect how they work,” he said.

According to English, leadership style impacts subordinates on a personal level. Leaders can create a squad of motivated and driven Soldiers.

“If it starts at the squad level, then it can spread throughout the company,” English said.

Leadership and psychology are passions for English, who is currently pursuing her master’s degree in “Psychology of Leadership in the Workplace” from Pennsylvania State. She plans to continue the leadership series, looking to resources and experiences outside of Army doctrine.

“With how the Army and society is transforming, we have to draw experiences from outside of the Army to adapt. We have to adapt first before affecting the Soldiers,” English said.

 

The topic is particularly pertinent as the Army builds adaptive, agile leaders. English’s next class will continue to build the foundation of leadership attributes from the bottom up.

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Category: Leadership, News, Training

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