Academic-Capital

Leadership in the military is an important concept that helps to push the envelope to achieve higher objectives. According to the author Douglas Crissman, leadership includes enhancing decision-making skills, confidence and problem solving to reach new heights. Without developing these skills leaders may have limited ability to handle difficult problems.  The Center for Army Leadership Annual Survey of Army Leadership (CASAL) assesses the attitudes and perceptions of leadership development. The lowest rated competence for the fifth year in the row is developing others. A total of 59% of Army leaders were regarded as effective at developing their subordinates. A quarter of all units indicated a low or very low priority on leadership development activities.  Improving consistency and ability of unit level leadership includes: -Increased awareness about leadership development as a process versus a single event. Training should be seen as the totality of its program versu

Listening to employees may be one of the most important fundamental aspects of developing strong leadership skills. Without the ability to listen it is also unlikely that a person will be able to gain enough environmental awareness to effectively lead others to new heights. According to a study conducted by Kluger and Zaidel (2013), leaders develop from their listening skills and different kinds of leader’s emphasis what they are listening for. It has been argued that only leaders who are willing to listen will be able to create enough candid discussion to develop and grow their businesses. It is through understand the essential roots of messages that it is possible for leaders to understand their environments and ensure that their messages are being received appropriately. Without appropriate reception mistakes, misunderstandings, and conflicts can occur.  The development of leadership requires a level of listening (Avolio, 2011). Without listening it is hard for people

Communication between employee and employers can have a compelling impact on the nature of business and the overall success of employee trust. Through these positive relationships between managers and employees higher levels of shared interest and commitment to organizational principles can be formed. The development of such benefits rests in how managers communicate their expectations and the openness of the employee to hearing those messages. Managerial communication can take the form of downward, horizontal, or upward momentum through both formal and informal communication methods (Bell and Martin, 2008). The openness to share ideas, needs, and values allows for a stronger depth of mutual experiences. It is through these relationships and shared experiences that organizations can develop higher levels of positive affectivity toward the business imperatives. Such concepts are set in the underlining premises of the employee and management group understandings.   Communica