Comparison of Two Books on Army Leadership Essay Example

direct solutions to certain business practices mentioned in the book Sinek offers the methodology of how to become an effective or key leader and encourages the audience to become one in their local environment.

Several prime concepts coincide with his prime message at the core of the book. These are that safety is required, tap into natural motivation, and lastly effective leadership.

Safety

This concept is first mentioned in the early stages of the book at Chapter 1 and ends in Chapter 4. The first chapter specifically titled “Protection from above”. Here in these chapters Sinek mentions that the world is full of dangers and of things that want to destroy us. His first example is that of American Soldiers in contact in Afghanistan. He mentions the message which lies at the core of this book, empathy. Through the means of an Air Force pilot who took initiative and managed to ensure those on the ground would come home alive. He also alludes, in these chapters, that in the business world or that of organizations facing threats is no different. He goes further in stating that all too often are there threats from the inside of the organization such as layoffs, atmospheres and culture.

Natural Chemicals

In these Chapters, 5 through 8, Sinek talks more about the biological aspect of how we function. This progresses into an essential key point of the book; that of the four chemicals which guide human emotion. These chemicals or hormones are Endorphins, Dopamine, Serotonin, and Oxytocin.

Long Term and Short-Term Leadership

This can primarily be seen through the example Sinek uses between two well know businesses. That of General Electric (GE) and Costco. It is known

that Jack Welch, the CEO of GE would often fire those who were not performing to standard. This practice is servicing the short term, in order to make sure the company ‘makes ends meet’ essentially. While for that of Costco, Sinek mentions that the CEO payed his employees above minimum wage and still managed to meet all necessary goals, albeit over the long term.

Army Leadership Model

The Army Leadership Model which is highlighted and detailed in ADRP 6-22, defines a great many things that are required of all who would call themselves Army Leaders. It is here in ADRP 6-22 that the ideal Army leader is specified:

An ideal Army leader has strong intellect, physical presence, professional competence, moral character and serves as a role model. An Army leader is able and willing to act decisively, within the intent and purpose of superior leaders and in the best interest of the organization. Army leaders recognize that organizations, built on mutual trust and confidence, successfully accomplish missions. (p.v)

The publication goes further into explaining what goes into or can make this ideal Army leader. Starting by first defining the Army’s definition of leadership, “Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” (ADRP, 2012, p.1-1). This definition is then broken down and explained in several parts. This method persists throughout the publication and manages to eliminate ambiguity, while managing to not limit its audience to a particular scope.

Analysis

Both sources have many ideals, methodologies and theories on leadership and how they should affect their organization. These all leading toward some result, for the Army that is the completion

of the mission. For Leaders Eat Last, while not entirely specific, once can assume it hopes to bring awareness to the current climate within most organizations and bring about change within the ranks.

As aforementioned the Army Leadership model allows for little ambiguity, allowing audiences to clearly decipher their next direction. This allows it to be easily compared against Sinek’s work. The Army’s Model is primarily known through its attribute and competencies. Which consist of Character, Presence, and Intellect for the attributes and Leads, Develops and Achieves for the competencies. Which essentially breaks down the what an effective leader in the Army would or should have. Each of these key facets are broken down and explained in ADRP 6-22.

Sinek, in his book, mentions many concepts in line with that of the Army’s methods of developing a leader. One of these is that of Integrity, a key attribute of any leader. This aspect falls in line with that of Character in the Army Leadership Model. More specifically the Army Values that fall under the subject. To the army Integrity is, “Leaders of integrity consistently follow clear principles. The Army relies on leaders of integrity who possess high moral standards and are honest in word and deed” (ADRP, 2012, p.3-3). Both sources list Integrity as a must in leaders, this shows its crucial significance in building leaders.

Another is the mention of long term leadership, exemplified through the Costco and GE comparison in the book. GE’s Jack Welch was indeed a man of results as the book and even history can mention. However, Sinek goes further in asking the question, “What if we judge a leader not on what

they do when they are holding the torch but on what happens after they pass it on” (Sinek,2014, p.21). If we were to compare Welch’s actions to the Army Leadership Model he would indeed fail, “Effective leaders strive to leave an organization better than they found it and expect other leaders to do the same” (ADRP, 2012, p.7-1). When Welch left in 2001 the company was practically in shambles, and it showed not too long afterwards as they eventually declared bankruptcy.

While it is easy to see the negative in things rather often, the principles set forth by the Army Leadership Model and those of which Sinek wishes to project show Welch’s actions as the ‘wrong answer’. His short-term style of leadership eventually caused the company to fold, while he himself held a golden time of its legacy, when he left the company had nothing to stand upon. While a leader must succeed in their role, they must also develop their organization during their tenure as noted by the Army Leadership Model.

Conclusion

Both source material present applicable methods that are similar to each other. These methods ultimate goal is to produce educated and effective leaders into the world. Be it for general business or in military applications. The Army Leadership Model, while heavily focused on creating internal benefit, is an excellent and well composed plumbing line to measure oneself with to ascertain proper leadership abilities. The same can be said with what is Simon Sinek found in his studies published through the book Leaders Eat Last: Why Some Teams Pull Together and Others Don’t. While his book allows for more ambiguity, both sources create room for development

for any leader in today’s world.