Answer in 300 words/10 sentences minimum
As a member of the armed forces, I have seen many examples of the transposition of leadership and management. Sadly with the “zero default” mentality that has slowly become predominant within the ranks, a trend towards management over leadership is slowly being adopted.
One example of management when leadership was necessary derives from a deployment I participated in last year. The Officer in Charge (OIC) of our detachment was a Marine Corps Major who had authority over seven helicopters and about ninety personnel. Of those ninety personnel, seventeen were officers who were assigned to various positions to ensure that the day to day operations of the detachment would continue while we were on board the ship.
While were deployed, our OIC never developed a mission or goal for his officers to carry out during the deployment. If he had, we would have understood objective of the deployment, specifically why we were doing it. Instead, he was keener on asking “how” and “when” questions about different aspects of daily operations. He not only accepted the status quo, but would get angry when we challenged our current operating procedures. The most telling failure of the OIC as a leader, though, was his failure to inspire his subordinates. While he effectively controlled the detachment during the deployment, at no point did we ever feel motivated to go above and beyond for him.
Although painful at the time, the OIC of that deployment taught me many lessons about the difference between leadership and management.
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Answer in 300 words10 sentences minimumAs a member of the a
1. Answer in 300 words/10 sentences minimum
As a member of the armed forces, I have seen many examples of
the transposition of leadership and management. Sadly with the
“zero default” mentality that has slowly become predominant
within the ranks, a trend towards management over leadership is
slowly being adopted.
One example of management when leadership was necessary
derives from a deployment I participated in last year. The
Officer in Charge (OIC) of our detachment was a Marine Corps
Major who had authority over seven helicopters and about
ninety personnel. Of those ninety personnel, seventeen were
officers who were assigned to various positions to ensure that
the day to day operations of the detachment would continue
while we were on board the ship.
While were deployed, our OIC never developed a mission or
goal for his officers to carry out during the deployment. If he
had, we would have understood objective of the deployment,
specifically why we were doing it. Instead, he was keener on
asking “how” and “when” questions about different aspects of
daily operations. He not only accepted the status quo, but would
get angry when we challenged our current operating procedures.
The most telling failure of the OIC as a leader, though, was his
failure to inspire his subordinates. While he effectively
controlled the detachment during the deployment, at no point
did we ever feel motivated to go above and beyond for him.
Although painful at the time, the OIC of that deployment taught
me many lessons about the difference between leadership and
management.
