Situational Leadership

A SITUATIONAL LEADERSHIP® MODEL FOR MILITARY LEADERS Col Donald E. Waddell third Leadership remains the most baffling of arts . . . as long as we do not know just what makes men get up out of a mountain in the ground and go forward in the type of death at a word from another man, accordingly lead will remain one of the highest and most toughened of qualities. It will remain an art.

--James L. Stokesbury          The art of leadership that Stokesbury alludes to is a motif studied more seriously in host schools than in civilian institutions. Given the life-and-death nature of our business and the splendour of the military to a nations survival, this should surprise no one. What is surprising, however, is that most logical argument Force professional military education (PME) schools rely intimately exclusively on the civilian-oriented Hersey and Blanchard Situational Leadership® model to help get word military leadership and management.

The Air University Leadership and Management weapons platform Advisory Group (LMPAG) recently discussed the Hersey and Blanchard Situational Leadership® model utilise extensively by the Reserve Officer Training corps (ROTC), the Officer Training School (OTS), the Squadron Officer School (SOS), and the senior(a) Noncommissioned Officer Academy (SNCOA).



While most were prosperous with the model as presented in the various schools, the group obstinate to review other models to see if they might better present military leadership. At the same time, Air War College was aspect for a model to use in studying leadership in its academic program.

The general feeling was that the Hersey and Blanchard model is utilitarian but has some significant limitations. Specifically, the model does a dear job of highlighting the appropriate leadership style ground on the maturity or development level of the followers but does not adequately address other military considerations. These considerations include the level at which...

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