Military Review English Edition March-April 2014 | Page 11

STRENGTHS-BASED LEADERSHIP To foster a positive climate, leaders should make their subordinates feel they appreciate an honest effort, even when mistakes are made. Study participants reported that military leaders who willingly tolerate risk are better able to provide subordinates with opportunities for development. Soldiers working in a safe and supportive learning environment have greater incentive to practice new behaviors and learn from their mistakes. As one interviewee stated, giving subordinates the opportunity to practice a task without pressure can also lead to large gains in confidence and ability.18 Because mistakes inevitably will be made, leaders must make an effort to provide constructive feedback instead of embarrassing or disparaging remarks. Allowing subordinates learning opportunities in which mistakes go unpunished, but corrected, can decrease risk of failure or injury in future missions. Allowing subordinates to experiment within the commander’s intent is a powerful learning experience that also cultivates trust between subordinate and commander, as the next quotation from the ARI study illustrates: My squadron commander . . . set my standards and guidelines; and I knew I could go out there and screw up. And as long as I was within his left and right limits, he was going to defend me whether I got in trouble or not, or [he would] just take it as a learning experience.19 In decentralized operations, it is critical to maintain a positive climate for effective mission command. Leader behaviors (such as being open to feedback, regulating emotions, and tolerating mistakes) are essential to maintaining morale and effectiveness when units tackle complex assignments—especially when direct leadership is counter to the mission at hand. Leaders must be able to gauge the level of toxicity in their organization and strive to keep an open and professional working environment. Because many of the strategies for establishing a positive climate encourage subordinates to engage in independent action, they may seem counter to the traditional military structure. However, establishing a positive climate is a topdown leadership function. That is, the leader at the top establishes the rules and boundaries for group behavior, provides instructions, and establishes clear mission intent. Moreover, by allowing trial and MILITARY REVIEW March-April 2014 error, managing emotions, and accepting feedback from subordinates, senior leaders create the conditions for development to occur. In addition to the strategies for cultivating a positive climate outlined above, further guidance on influencing unit climate will be found in ARI’s forthcoming publication CLIMATE: Instructor’s Because many of the strategies for establishing a positive climate encourage subordinates to engage in independent action, they may seem counter to the traditional military structure. Guide for Ethical Climate Training for Army Leaders.20 Actions such as assessing climate, modeling behavior, and articulating and enforcing standards, although discussed in the context of ethics, will apply to understanding and influencing the developmental environment in a unit. Caring for Subordinates Like establishing a positive climate, caring for subordinates creates the conditions for individual and unit success. Caring for subordinates encompasses behaviors aimed at relationship and rapport building and can have tremendous payoffs. When subordinates feel that their leader is interested in them and their experiences, they feel more motivated to excel. Practices such as asking subordinates about their family and personal interests, as well as understanding their personal problems and assisting when possible, ensure soldiers feel they are an important part of the team. Soldiers will obey a command regardless of whether they personally know the leader who gave it. However, when soldiers feel they are an important part of the organization and respect their leader for more than rank or position, they often go beyond the call of duty to ensure they do not disappoint that leader. Leader behaviors aimed at developing subordinates are often interpreted by subordinates as caring 9