Transformational Leadership In The Military

Apply one of the leadership theories from the course text to the organization
Ethics are rooted in choosing to do what is right over what is wrong. The concept of right and wrong is unfortunately not always cut and dry. Therefore, an ethical leader’s primary focus should be to work in service of the common good toward their organization, stakeholders, and the society (Weiss, 2015). The point of interest ethical leaders can determine whether they’re doing the “right thing” for their organization. Leaders must create and maintain the proper framework to ensure they are acting ethically. Ethical leaders must be consistent, proactive, and self-evaluating (Martin, 2016).
In the military, especially a unit focused on training newly enlisted members,

Good leadership can be accomplished through a variety of techniques and styles. Transformational leadership seeks to change and engage followers and the organization by creating a compelling vision, strategy, and culture. Ultimately a “transformational leader motivates followers to achieve their potential and the organization’s potential” (Weiss, 2015). Transactional leadership, on the other hand, forms more routine, yet essential leadership and managerial tasks such as planning, scheduling, controlling, and working with subordinates on detailed

However, one of the most commonly seen is that of a cross-functional team. These groups comprise members brought together to perform unique tasks from various functional departments within an organization (Weiss, 2015). Due to the diversity of these teams, it is important for the leaders to possess certain characteristics to ensure its success.
For current military training leaders, one of the most important characteristics is charisma. "Charismatic leadership is based on a leader’s personality and connection with followers’ self-identity that enables the leader to inspire, motivate, and mobilize followers by communicating an inspired vision to change the status quo of organizations, institutions, industries, and societies" (Weiss, 2015). Now more than ever, junior members of the military require more individual consideration and one-on-one coaching.
The days of simply following direct orders in the military unfortunately seem to be coming to an end. This is why it is necessary for current leadership to possess the charisma to motivate junior members, especially with the early stages of their career. More and more people join the military for personal gain rather than to serve one's country. The responsibility falls on frontline leadership to now inspire, motivate, and rally newcomers on the vision of that particular branch or