The Need for Speed: Accelerating Decision Making on the 7 C's of Adaptive Leadership
NAVAL WAR COLL NEWPORT RI JOINT MILITARY OPERATIONS DEPT
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Operational leaders can accelerate their decision making cycle when they develop, empower and support adaptive leadership in their subordinates. The analysis will begin with a doctrinal definition of leadership, followed by a consideration of the definition of adaptability and traits of adaptive and situational leaders. The vehicle used to demonstrate how operational leaders develop, empower and support adaptive leadership in their subordinates is an examination of 7 Cs Competence, Confidence, Character, Commitment, Courage, Collaboration and Communication. This will be followed by a review of the characteristics and abilities of the workforce of adaptive leaders whom operational commanders will develop, empower and support - Generation Y - and examine the concept of thin-slicing and related thought processes. This will lend itself to supporting the position that an operational leaders decision making cycle will be accelerated by their subordinates, not just technology, when the leaders make the commitment to develop and empower their subordinates through adaptive leadership. From this point will follow an examination of operational leaders - past and present - the counterarguments to the thesis, offer recommendations for future leaders and make concluding remarks.
- Administration and Management
- Military Operations, Strategy and Tactics