Army Leadership Strengths And Weaknesses

Strengths-Based Army Leadership

The U.S. Army Research Institute for the Behavioral and Social Sciences, known as ARI, interviewed 41 active duty Army leaders. Most of the Army leaders interviewed acknowledged using strengths-based techniques to some extent, often without obvious knowledge of strengths-based leadership (Key-Roberts, 2014). Nevertheless, several soldiers have found the techniques as being very effective. Army superiors can use strength based leadership to develop juniors by identifying strengths, providing personalized feedback, capitalizing on subordinate strong attributes, building and maintaining a positive atmosphere, caring for subordinates, and empowering the young leaders (Key-Roberts, 2014).

In order to become better leaders, individuals need to identify their strengths and weaknesses. Though individuals can identify strengths and weaknesses through formal processes, they can also use informal means such as self-reflection. The fact that individuals have a tendency to gravitate toward the things they do well, things such as ease of learning, tendency to participate in certain activities, and satisfaction gained from performing specific tasks can provide clear pointers to underlying talents (Key-Roberts, 2014).

Response on a soldier’s performance should not be kept for yearly appraisals and mandatory counseling. Instead, comments should be given as often as possible by the senior who oversees the developing leader most. Counseling, mentoring, coaching, teaching, and assessment can be used as tools to provide advice (Key-Roberts, 2014).

Maximizing subordinates strengths and reducing their weaknesses enable leaders to develop emerging leaders and create successful units (Key-Roberts,