Egocentric Leader's Role In The Current Department Head

Due to the lack of enthusiasm for the job the current Department Head has built a department where there is little trust and little work to excel. The current Department Head is an egocentric leader and believes he is the only one who is able to communicate with the chain of command or attend meetings on behalf of the department (Guttman, 2012). Filling two different, but very important roles, makes it difficult for him to be able to fulfill all the needs of the commands for all roles without delegating.
Within the current organization quite a few of the civilians no longer understand the roles they play or what their job function is. These personnel would be classified as passive followers with little drive to improve their situation independently (Daft, 2014). The current Department Head has done little to address these concerns.

The current workforce remains because they are either complacent or waiting for different opportunities.
Due to the stress of his multiple positions and the attention he receives from the entire Chain of Command he tends to become a dictator as a leader.

The department does not encourage communication between divisions, or even between the department and the echelon four commands. When pressed to make a decision or provide guidance the current Department Head will become quite flustered and annoyed with those questioning him.
In the past when the civilian was the Department Head he had an open door policy and was very much an interactive leader (Daft, 2014). The workforce was able to discuss concerns and actively seek out career advice. Our previous leader, unfortunately, was not mission driven, and therefore the mission of the command was quite often missed. However, he was very concerned in the professional development of his personal and took his role as a mentor very seriously.
While neither is the perfect leader, they both had qualities that should have worked well together, unfortunately, the previously leaders blasé attitude towards the mission did not give the new Department Head the confidence to delegate to current

personnel.
Organization’s Strengths
The average employee has been with the department for five plus years and therefore has a lot of knowledge of the current command. I work in a smaller subset of the military; therefore, we have a very specialized workforce. Most of the employees have a strong allegiance to the mission of the organization as the majority are veterans and many were stationed at the command. We understand the needs of our customers because we used to be them.
Further more all individuals in the DoD are required to meet specific educational or experience criteria to maintain their job. Within the Information Systems department all personal are required to maintain at minimum a CompTIA Security+ certification that requires at least 20 hours continuing education each year per the DoD 8570 (Department of Defense, 2015). This provides a solid workforce to the department that will continue to grow and learn.
Organization’s Weaknesses
All the military personal at the command are on a two to three year rotation. This serves as both a strength and a weakness. Personal are consistently coming in with new ideas and skill sets to improve our current command. Unfortunately, these personal also will rotate out at some point and thus take their knowledge with them.
The civilian workforce tends to stay around longer as there is very little risk to the jobs. As a government service personal it is difficult to be laid off, typically the position is removed in order to remove an inefficient employee. Quite a few of the civilians workforce are becoming complacent and staying around to earn a retirement check. The military personal see this and consistently complain about the lack of support they receive from a large part of the civilian workforce.