On a Conceptual Model of Military Leadership

Introduction

A conceptual model is an abstract representation of a complex idea stripped of inessential details so that key elements are revealed. This paper looks at a conceptual model of military leadership proposed in (Catino, n.d.). We begin by attempting to define leadership at an appropriate level of abstraction. Next, four traits that a military leader should have according to this conceptual model are examined. Finally, we describe a situation containing an ineffable quality missed by conceptual models.

Definitions of Leadership

Some partial definitions of leadership at a level of abstraction appropriate for a conceptual model include:

1. "Leadership is to give purpose." This is overly broad, and the connection to a mission is not clear.
2. “I need living companions, who will follow me because they want to follow themselves — and to the place where I will.” This is from Nietzsche, Thus Spake Zarathustra (Nietzsche, 1883). The part about "following themselves" means that those being led have certain abilities they want to exercise – just as a painter wants to paint or a boxer wants to box, a warrior wants to fight. Following a leader allows them to exercise that ability.
3. "To influence or direct others to accomplish a mission that is set before you." This is better but requires the leader to accomplish only one goal.
4. To correct this deficiency, this can be modified as follows: "To influence or direct others to complete a mission that is set before you, and then build upon the results of that accomplishment."

Essential Traits from a Conceptual Model

The “7-C” conceptual model of military leadership from (Catino, n.d.) lists the following traits: Christ, conviction, competency, community, conflict, communication, and character. While all these are important, I believe that the four most essential traits for a leadership model are character, competency, communication, and conviction.

Character - these are virtues that a leader must possess. The USMC lists 14 leadership virtues in their "JJ DID TIE BUCKLE" acronym: justice, judgement, dependability, initiative, decisiveness, tact, integrity, enthusiasm, bearing, unselfishness, courage, knowledge, loyalty, and endurance (USMC, 2016, p. 2-4). By having these virtues, an individual becomes a leader worth following.

Competency - competency in a leader is not just mastery of relevant technical skills but also the ability to rapidly make decisions in high-stress situations. This instills trust in leadership. Further, the leader expects his followers to be competent and will mentor the followers, teaching and transferring those skills to the followers. All this is covered under USMC's traits of knowledge, judgement, integrity, bearing, decisiveness, and initiative.

Communication – communication is the ability to clearly and concisely express intent and objectives to those being led. Communication works in both directions, and it is necessary for a leader to understand what his followers report, resolve any ambiguities, and other purposes. Communication extends beyond immediate subordinates since communication is necessary to report status and progress to people higher in the chain of command. This allows for coordinated action and unity of effort.

Conviction - conviction is a firmly held belief or faith that a goal or mission is justified, and that the leader’s team can accomplish it. Conviction in a leader rallies the followers and fosters a sense of unity. Conviction is different from stubbornness since conviction can change with compelling evidence and can adapt to evolving conditions. Conviction would fall under the USMC's courage, justice, knowledge, and endurance virtues.

Conclusion - The Man in the Arena

Those traits are necessary but not sufficient for a complete conceptual model of military leadership, I believe.

Consider Teddy Roosevelt's "man in the arena" metaphor (Roosevelt, 1910). Character and competency are necessary to inspire men to follow you. Communication is what is needed to tell them they're about to enter the arena and what their mission is. Conviction is the belief that it is worthwhile to enter the arena and that there's a reasonable chance of success.

Entering the arena requires courage, but what about conduct within that arena?

From limited personal experience it is as if a switch has been flipped, and confidence and habit are replaced by mastery and aggression; the desire for success is replaced by the need to dominate. It's not clear whether or how this joie de guerre is covered by the enthusiasm listed in the JJ DID TIE BUCKLE acronym.

References

Catino, M. S. (n. d.). Military Leadership: A Conceptual Model. [Video] https://libertyuniversity.instructure.com/courses/743862/pages/watch-military-leadership-a-conceptual-model

Nietzsche, F. (1883). Thus Spake Zarathustra: A Book for All and None. (T. Common, tr.) https://www.gutenberg.org/cache/epub/1998/pg1998-images.html

Roosevelt, T. (1910, April 23). "Citizenship in a Republic." Theodore Roosevelt Center at Dickinson State University. https://www.theodorerooseveltcenter.org/Learn-About-TR/TR-Encyclopedia/Culture-and-Society/Man-in-the-Arena.aspx

U.S. Marine Corps. (2016). Leading Marines. (MCWP 6-10) https://www.usmcu.edu/Portals/218/LLI/MLD/Fidelity/Leading%20Marines%20MCWP%206-10.pdf?ver=2018-09-26-095807-367