Military
Psychology
Dr. D. Asha
Post-doctoral Research Fellow (PDRF-IoE)
Centre for Health Psychology
School of Medical Sciences
University of Hyderabad
Date: 21.03.2024
Unit 3: Social Factors and Leadership in Military Settings
3.1 Group morale, group cohesion, and group dynamics
3.2 Conformity, compliance
3.3 Interpersonal Relations and military families
3.4 Armed Forces Leadership
Military families
Challenges for Military Families:
● Geographic mobility / Recurrent Relocation
● Periodic separations from family,
● Long and unpredictable duty hours,
● Pressures for military families to conform to accepted standards of behaviour,
● Sole parenting and deployment
● The stressors associated with the challenges of maintaining a military career and a stable household
Interpersonal Relations and military families
Recurrent Relocation
● Frequent relocation disrupts family life and affects supportive relationships in the society
● Spouses and their children face difficulty in adapting to new locations
● Children’s adjustment to a move depends on their age – Difficulty increases with age
● Girls seem to have more difficulty adjusting than boys (importance on social relationships)
● Constant relocation deters military spouses from having a career
Interpersonal Relations and military families
Separation from Family Members
Separation as one of the major sources of dissatisfaction with military life -
● Quality of separation rather than the quantity that matters
● Engaging in active interactions Vs Frequency of communications
● Separation period – Negatively related to well-being; often results in the feelings of loneliness, anxiety
and depression for some women
● During separation - children in military families - behaviour problems – Anxiety, sleep disturbances,
phobias and an increase in physical ailments
● Mother’s reaction to her spouse’s deployment
Interpersonal Relations and military families
Frequent Deployments
● Deployment length
● Extent to which the duration exceeds families’ expectations
These two factors negatively associated with the family’s ability to cope with the situation and their level of
satisfaction with military life
● Children's responses – can cause maladjustment but also can elicit positive effects such as children acting
more maturely and being self-sufficient, cooperative and more responsible at home
Parenting Stress
● Bond and strength of couple's relationship plays a very important role in buffering the effects of parenting
stress
● Stress within the household, mediated by several factors – Overall strength of the couple's relationship,
perceived amount of co-parenting and the household division of labour
Interpersonal Relations and military families
Abrupt Reunion
● Reunion can be stressful
● Reunion elicit ambivalent emotions and feelings of estrangement
● More difficult for children – experience higher distress during separation or who emotionally detached
themselves to a higher degree from the absent parent
● May create difficulty for the returning spouses – Feel excluded, experience jealousy, frustrated (wives
have less time), unfamiliar with the new management of the household which increases tensions –
Look forward to the next deployment as a source of relief from conflict
Parental Absence
● Military children are more likely to display a good quality of life when their parents model a positive
attitude and show more flexibility in adapting to the challenges of military life
Interpersonal Relations and military families
Coping
● Appraisal of the stressor – Problem-focused & emotion-focused
● Problem-focused coping has been related to positive outcomes
● Emotion-focused coping, for situations which cannot be changed
● Military spouses use both these strategies in dealing with their stressful experiences
Social Support
● Lack of social ties, involvement in conflicting relationships or loss of a significant relationship
contributes to loneliness, depression, personal distress and unhappiness
● Social support has both structural and functional properties that are tied to mental and physical health
outcomes
● Structural support size of the support network, the sources of support and type of support
● Functional properties – perception of whether or not support exists, and if it does, the degree of its
usefulness
Interpersonal Relations and military families
Empathetic Leadership
● The military unit directly impacts the quality of life of both soldiers and their families
● A unit’s leadership is directly responsible for the ‘command climate’ and the positive unit environment
fosters social support
● Higher levels of unit cohesion and quality of leadership are related to service members’ well-being and
ability to cope with deployment
● Strong unit cohesion, positively correlated to – readiness, improved individual and group performance
& personal well-being
Interpersonal Relations and military families
Building Family Resilience
● Resilience is the capacity to adapt successfully in the presence of risk and adversity
● Family resilience has been defined as the characteristics, dimensions and properties of families which
help them to be resilient to disruption in the face of change and adaptive in the face of crises
● Resilient families – contextualizing obstacles, possess a ‘can do’ spirit, initiative-taking and focusing on
strengths
● Families fair well when they approach challenges with a sense of optimism, confidence or hope and a
positive emotional atmosphere
● Resilient families –clear allocations of roles, able to adjust during challenging circumstances;
communicate, manage behaviour and relationships, share information and solve problems together
Interpersonal Relations and military families
Striking Work-Family Balance
● Work-family facilitation – defined as the extent to which experiences in one role improve the quality of life
in another role
● Synergy exists between the work and family roles— How involvement in one role positively influences
another role
● Work-to-family and family-to-work facilitation involves psychological spill-over, a transitory phenomenon,
which includes how family (work) life affects an individual’s energy level, attention span and mood, which in
turn are brought into the work (family) setting by the individual
● Work-to-family facilitation – ‘One’s involvement in work that provides skills and behaviours, which
positively influence the family
● Family-to-work – facilitation of one’s involvement in the family that results in positive moods, support and
a sense of accomplishment which helps an individual to cope better, work harder and feel more confident
in one’s role at work
Socio-psychological buffers (supporting systems): Social Competency
Focus on Building Social Competence: Commanders' education and training – Social Competence (Skills for interacting
with civilian agencies, managing multinational environments, working with local populations and authorities, and
responding effectively in various situations such as hostage crises and media interactions)
Promote Understanding and Collaboration: With various actors involved in peace support operations (PSOs),
including diplomatic, military, non-governmental organizations (NGOs), and media entities. Developing working
relationships among these actors to enhance mission effectiveness
Cultural Awareness and Sensitivity: Cultural awareness and sensitivity among mission participants. Having a good
understanding of the socio-economic, political, and cultural context of the mission region (local traditions, customs, and
languages) – To facilitate acceptance and effective interaction with the local population
Pre-Deployment Training: Pre-deployment training, for better interactions with representatives of other nations and
cultures. To learn cultural and social characteristics of coalition partners, ( limited English language skills), to improve
communication and cooperation among military personnel and contingents
Phases of the deployment cycle: “Families also serve”
● Segal (1986) – Applied sociologist Lewis Coser’s ● Segal defined a set of common demands of
concept of the “greedy institution” to military life that affect service members and
characterize the simultaneous and conflicting their families, often simultaneously
claims the military and the family make on the 1. Frequent relocation,
2. Family separation,
service member’s time and psychological and
3. Risk of injury and death,
personal resources
4. Unusual work hours,
5. Living overseas, and
6. Behavioral expectations
● The deployment cycle is the defining
characteristic of the era of persistent conflict
● This cycle can trigger a range of responses from
the family across the various phases
Deployment phases, experiences, and recommended interventions
Deployment Phases Common couples' experiences during deployment phase Recommended patient/couple
interventions
Pre-deployment: - Worry member will be harmed ?
notification - departure - Worry relationship will be negatively impacted"
- Fear of infidelity
Deployment: departure - first - Mixed emotions: loneliness, sadness, anger, and anxiety ?
month - Deployed member adjusting to new time zone, work schedule,
and dangerous environment
- Non-deployed spouse adjusting to additional responsibilities
Sustainment: second month - Both settled into routine ?
Re-deployment: last month of - Start to imagine reunion with spouse ?
deployment
Post-deployment: lasts for 3-6 - Re-negotiation of roles ?
months after return - Returning member may feel disconnected®
Warner, Appenzeller, Warner, and Grieger (2009); Pincus et al. (2001); Andres (2014); Padden and Agazio (2013); Blank, Adams, Kittelson,
Connors, and Padden (2012); Bowling and Sherman (2008)
Deployment phases, experiences, and recommended interventions
Deployment Common couples' experiences during Recommended patient/couple interventions
Phases deployment phase
Pre-deployment: Worry member will be harmed - Normalize emotional/behavioral experiences
notification - Worry relationship will be negatively impacted"
departure Fear of infidelity
- Increase quality time with partners
- Discuss fears/concerns
- Create plan for communicating during deployment
Deployment: Mixed emotions: loneliness, sadness, anger, and - Identify barriers to communication
departure - first anxiety
month Deployed member adjusting to new
- Identify ways to overcome barriers
time zone, work schedule, and dangerous environment - Encourage frequent communication
Non-deployed spouse adjusting to additional
responsibilities
Sustainment: second Both settled into routine - Seek social support from family and friends
month-1 month prior
to return
- Consider utilization of military installation support resources
- Engage in physical activities
- Establish goals and maintain routine
Re-deployment: last Start to imagine reunion with spouse - Establish realistic expectations for reunion
month of
deployment
Post-deployment: Re-negotiation of roles - Raise awareness of normal post-deployment behaviours vs.
lasts for 3-6 months Returning member may feel disconnected
after return
maladaptive behaviours
- Encourage partners to share their deployment experiences with the
goal of developing empathy toward each other
Psychological intervention for children
1. Maintain 'The Three Rs':
o Implement rules, routines, and rituals to maintain family stability.
o Set clear limits on children's behaviour even during deployment.
o Help single non-deployed parents remain consistent in parenting.
2. Teach Effective Problem Solving and Coping:
o Conduct family problem-solving sessions to reduce children's anxieties.
o Increase predictability and communication, especially during transitions.
3. Facilitate Communication:
o Encourage regular communication among family members.
o Adapt communication strategies based on children's age and cognitive abilities.
o Use role-playing to strengthen children's coping during deployment.
Psychological intervention for children
4. Minimise Child Transitions:
• Limit frequent moves and transitions during deployment to reduce stress for children.
5. Promote Consistent Parenting:
• Encourage co-parenting to provide consistent and united parenting messages.
• Define parenting goals before and during reintegration.
6. Regulate Parents' Emotions:
• Provide psychological strategies to manage posttraumatic stress symptoms, depression, and
substance abuse.
• Offer encouragement to children through token systems, incentive charts, praise, and tangible
rewards to counteract coercive cycles
Parent Management Training program
Parent Management Training program: Oregon Model (PMTO):
o Offers strategies to support parenting in military families.
o Addresses family stress within the context of the deployment cycle.
o Focuses on enhancing emotion regulation for effective parenting.
Core Principles of PMTO:
o Provides information, teaching, practice, and support regarding five effective parenting practices:
1. Contingent skill encouragement
2. Limit-setting
3. Positive involvement
4. Monitoring children’s activities
5. Effective family problem-solving.
Theoretical Basis: Based on the social interaction learning model-
o Improves parenting, child adjustment, and family functioning.
o Shows potential efficacy in intervening with military families during stressful transitions.
After Deployment Adaptive Parenting Tools (ADAPT) program:
o Based on PMTO group intervention.
o Effective for exposure to stressful transitions and traumatic events.
o Targets common post-deployment adjustment reactions through psycho-education and emotional regulation within a
parenting context.
Interventions for military personnel
• Talk Therapies:
Effective for addressing mental health concerns
Cognitive-behavioural therapy (CBT) is particularly beneficial
• Prolonged Exposure (PE):
Gradually exposes individuals to trauma-related memories and situations
Reduces PTSD symptoms and helps with depression
• Cognitive Processing Therapy (CPT):
Helps modify unhelpful beliefs related to trauma
Targets specific issues like trust, safety, and intimacy
Assists in dealing with family-related stressors
Interventions for military personnel
• Motivation Enhancement Therapy (MET):
Focuses on internally motivated change to stop drug use
Helps individuals abstain from drugs and alcohol
• Relapse Prevention Therapy (RPT):
Focuses on preventing relapse and maintaining abstinence
Motivates individuals to remain abstinent
• Evidence-Based Psychological Interventions:
Includes motivation interviewing, CBT, and contingency management
Shows promising results in decreasing drinking and alcohol dependence among military personnel
Priorities to guide—for military family researchers, military leaders, &
policymakers
• Ensuring early identification of family distress symptoms related to deployment
and reunion
• Continuing to explore methods to reduce the stigma related to mental health care
• Developing creative approaches to including extended family members and
significant others, as appropriate, in family support and readiness initiatives
• Increasing awareness of and strategies to address caregiver burden (including for
military spouses and helping professionals)
• Defining, measuring, and strengthening family readiness in all components
Priorities to guide—for military family researchers, military leaders, &
policymakers
• Understanding the impacts of ongoing organizational changes on military families—
including how these changes will affect spouse employment opportunities, children’s well-
being, family readiness, and access to support
• Developing additional partnerships that leverage the goodwill and resources of the civilian
community, the private sector and non-profits to support military families
• Ensuring that support programs provide consistent, predictable baseline levels of service
regardless of location or component
• Identifying organizational barriers to avoid unnecessary duplication of services and
maximize families’ access to resources
Military
Psychology
Dr. D. Asha
Post-doctoral Research Fellow (PDRF-IoE)
Centre for Health Psychology
School of Medical Sciences
University of Hyderabad
Date: 26.03.2024
Unit 3: Social Factors and Leadership in Military Settings
3.1 Group morale, group cohesion, and group dynamics
3.2 Conformity, compliance
3.3 Interpersonal Relations and military families
3.4 Armed Forces Leadership
3.2 Conformity & Compliance
Conformity: The Power
of Majority
● Conformity – The act of changing
one's behavior due to group
influence in order to match the
responses of others, which
results in increased congruence
between the individual and the
group (Allen, 1965; Cialdini &
Goldstein, 2004)
Conformity & Compliance
● Lacking confidence in their own judgement – assumed others were privy to some additional information
● Others, not actually doubting what they saw, simply conformed not to be different
➢ These reactions suggest distinguishing conformity into 2–
1. Which involves a private perceptual or cognitive change – seeing the world differently
2. Conformity which is merely a behavioral or public compliance – ‘going along with the others’
Conformity & Compliance
● Military or Police settings – Environments requiring seamless integration as a cohesive unit, compliance with the directives
of authority figures
● Deviation from conformity – severe repercussions
● Conformity can assume diverse forms in these settings, from acquiescing to orders from superiors to adopting the values
and beliefs of the organization
● Conforming to the attitudes and behaviours of their peers and superiors, even if they may not share these attitudes or
behaviours, or if such conformity clashes with their values or beliefs– In life-or-death situations
● Numerous factors can contribute to conformity in military and police settings:
○ The pressure to conform to group norms
○ The desire to be accepted and valued by one’s peers and superiors (motivating individuals to align their behaviour
with the group’s expectations)
○ The presence of authority figures can enhance conformity (more inclined to follow the orders of those in positions of
power)
○ Perceived legitimacy of the authority figure (obedience)
Conformity & Compliance
● Group Norms- Unwritten regulations and expectations that shape the behaviour of the members
● Military environments embrace norms that exemplify values such as loyalty, bravery, and deference to authority –
Reinforced through various means (during training and even after)
● The pressure to conform to such group norms can be overwhelming, especially in high-pressure situations that
demand swift decisions
Eg. during military or police operations, members feel obligated to comply with the actions of their peers to maintain
group cohesion and ensure the success of the mission
● The organizational culture of the military setting reinforces conformity and obedience
● The culture, consisting of shared beliefs, values, and behaviours, is typically passed down from experienced
members to newcomers – Emphasizing the significance of following orders, adhering to protocols, and prioritizing
the safety and success of the group over individual needs
Conformity & Compliance
● However, if the group norms or the organisational culture promotes unethical or illegal conduct or proves to have a
conflict with individual values, they can engender negative outcomes
For example: In a police environment, if the group norm is to employ excessive force against suspects, it can lead to
human rights violations and affect both the suspects and the officers; Discrimination against groups can harm both
personnel and the communities they serve
- Foster positive group dynamics and organisational culture that prioritise ethical behaviour and respect for
individual rights
- Diversity and inclusion training, de-escalation techniques, and ethical decision-making
- Leaders can establish explicit values and norms that align with these objectives
- Fostering a culture of transparency and accountability can further reinforce these values
- Individuals can be urged to speak out when they perceive group norms leading to unethical conduct
Military
Psychology
Dr. D. Asha
Post-doctoral Research Fellow (PDRF-IoE)
Centre for Health Psychology
School of Medical Sciences
University of Hyderabad
Date: 02.04.2024
Unit 3: Social Factors and Leadership in Military Settings
3.1 Group morale, group cohesion, and group dynamics
3.2 Conformity, compliance
3.3 Interpersonal Relations and military families
3.4 Armed Forces Leadership
3.4. Armed Forces Leadership
What is it like to lead in the Army?
Armed Forces Leadership: Nature & Scope
• Hierarchical Structure: Military leadership is characterized by a hierarchical structure, where influence typically
flows from the top down. The chain of command facilitates the transmission of orders and directives throughout
the organization
• Training and Implementation: Military leadership training often begins at the lowest level, focusing on
fundamentals such as command, control, and correction. Consistent implementation is key
• Mechanical Organization: The military emphasizes the idea of totality and a mechanically organized control of
human actions. Social mechanisms are established to prevent deviant behaviour, including disciplining, coercion,
surveillance, and punishment, as well as incentives for compliance
• Social Influence: Military leadership involves processes of influence and command within the context of the
military and warfare. Leaders exert social influence through their words and deeds, shaping the thoughts, feelings,
and actions of others
Armed Forces Leadership: Nature & Scope
• Levels of Command and Control: Military leadership operates at three levels: personal guidance within social
groups, command and control of units and forces, and management of political requirements to enforce
collective interests
• Core Elements of Leadership: Most definitions of military leadership involve three core elements: a structured
interpersonal interaction between leader and followers, a transformational process, and intentional social
influence to achieve goals
• Action-Theoretical Definition: Leadership is described as a course of action with cause-and-effect
relationships, emphasizing the concentration of forces to achieve specific objectives, such as military victory in
war or organizational goals in peacetime
• Directive vs. Mission Command Leadership: Directive leadership, emphasizing strict command and
execution, and mission command, which allows for autonomy and freedom of thinking and acting to achieve
goals
Armed Forces Leadership: Nature & Scope
• Types of Leadership: Leadership can be direct, involving interpersonal communication, or indirect, through
structures and norms (structural leadership)
• Scope of Military Psychologists or Social Science Researchers:
1. To understand the determinants of military leadership processes,
2. The role of individuals, situations, and structures,
3. The significance of interpersonal communication and norms, and
4. How leadership becomes entrenched through practices like ceremonies and rituals
Understanding Armed Forces Leadership
When I say Leadership –
The following sub-concepts of leadership
1. Leadership theories: This term refers to basic assumptions used to explain leadership processes; at the same
time, they are based on assumptions about a concrete view of the individual and the world
2. Leadership behaviour and leadership styles: These terms refer to the specific behaviour of leaders, their
respective behavioural preferences, and typical patterns of behaviour (leadership styles)
3. Leadership process: This term shows the process of intentional social influence on other people’s actions and
ways of thinking
4. Leadership structure: This term comprises those elements that significantly influence or shape the leadership
process
5. Management procedures, techniques, and instruments: These terms refer to the development of standardized
management procedures and the methods, techniques, and means (tools) used
(Kernic 2021)
Elements of Leadership – Personality Theories
Rosenstiel (2014) provides a catalogue of elementary (leadership) characteristics:
1. Ability (intelligence, vigilance, verbal dexterity, originality, and judgement)
2. Achievement (school performance, knowledge, and sporting achievement)
3. Accountability (reliability, initiative, perseverance, aggressiveness, self-confidence, and desire to excel)
4. Participation (activity, sociability, willingness to cooperate, adaptability, and humour)
5. Status (socioeconomic position and popularity)
On the other hand, Manning and Curtis (2009) emphasize the following three characteristics
1. Intelligence
2. Clear and strong values
3. High personal driving force
Leadership Theories: Personality based
• Great Man Theory: Focuses on individual leaders and their character, abilities, and personality traits as
determinants of leadership success
• Trait Theory: Analyzes specific characteristics associated with effective leadership, such as ability,
achievement, accountability, participation, and status
• Skills Theory: Emphasizes learnable and developable leadership skills, including technical, social, and
conceptual skills, to achieve leadership success
• Big Five Personality Traits: Based on personality psychology, ranks individuals on scales of neuroticism,
extraversion, openness to experience, conscientiousness, and sociability. Emphasizes traits such as
conscientiousness, high work ethics, and extroversion as indicative of successful leadership
Leadership Theories: Personality based
• Charismatic Leadership: Draws from Max Weber's concept of charismatic command, highlighting the
exceptional sanctity or heroic qualities of leaders and their ability to inspire and motivate followers
• Dual Task of Military Leadership: Charismatic-dogmatic leadership vs Human side of leadership. Balancing
the need for rational-functional criteria in leadership with the importance of inspiring and motivating troop
leaders to ensure loyalty and military success, especially in combat situations (Elbe 2020; Kernic 2021)
Leadership Theories: Behavioral Based
• Focuses on leaders' behaviour patterns and styles in their relationships with followers
• Leadership Style: Defined as a a “regularly recurring pattern of leadership action that lasts over time and is
inherently constant in relation to certain situations” (Staehle 1999: 334; Macharzina 2003)
• Kurt Lewin's One-Dimensional Model: Differentiates between authoritarian, democratic, and laissez-faire
leadership styles. The authoritarian style involves one leader making decisions alone, the democratic style involves
cooperative decision-making, and laissez-faire allows the group maximum freedom
• Results: 1. Democratic climates - most pleasant; 2. Aggression and hostility in autocratic groups was generally
more frequent. Hostility and aggression especially occurred when there was a transition from autocratic to a freer social
climate.
• Group conflicts were promoted by three factors: The presence of hostile persons who were not group members;
The absence of a group leader; or the lack of group activity
Leadership Theories: Behavioral Based
• Managerial Grid: Developed by Robert Blake and Jane Mouton, allows further differentiation of leadership
styles based on concern for production and concern for people (Popular two- and three-dimensional models)
• Transformational Leadership: Highlights the leader's transformational power through factors such as
optimism, charisma, and intelligence. Emphasizes factors like idealized influence, inspirational motivation,
intellectual stimulation, and individualized consideration for achieving change and success in leadership
• Transactional Leadership: Focuses on exchanges between leaders and followers, with leaders motivating
followers through rewards and punishments based on performance
• Contingency Theory: States that leadership effectiveness is contingent upon matching the leader's style to the
situational demands and characteristics of followers
Leadership Theories: Situation Based
Situational Leadership Theory: The choice of the correct or appropriate management style ultimately always depends
on the respective situation and the concrete circumstances. SLT Proposes that effective leadership depends on adapting
one's style to the demands of different situations and followers' readiness levels
The basic idea is to find out which mixture of factors produces best results, i.e., ensures leadership success
• Situational Theories: Shift focus from individual leaders or leadership behaviours to the leadership situation itself
• Objective: Investigate which concrete situational factors determine leadership success in a given situation; Aim to
identify and measure the most important parameters or influencing factors for leadership situations
• Dynamic Model: Combines both situation-and person-related influencing factors (variables), recognizing that these
factors are subject to permanent change
Leadership Concepts - Modern Armed Forces
• Integration of Democratic Values: Modern armed forces align leadership concepts with democratic principles,
emphasizing ethics, values, and standards
• Hybrid Challenges: Military leaders are expected to navigate a range of challenges, acting as both recipients of
orders and independently thinking commanders, fighters, peacekeepers, leaders, and managers
• Ethical Emphasis: Leadership activities are grounded in ethical values and legal frameworks, ensuring adherence
to principles of ethics and law
Value-based Leadership
• Core values are the essential and enduring principles of an organization, providing meaning to its members and
guiding their actions. They have intrinsic value and importance
• Values must be well differentiated from organizational objectives and define the desired behaviours necessary to
achieve those objectives
• While objectives can be flexible, values are immutable and serve as the foundation of the organization
• Military leadership often emphasizes core values such as duty, honour, loyalty, integrity, respect, courage, and
selfless service
• Different militaries may have their own set of core values, reflecting their unique traditions, cultures, and societal
norms
For example, the US Army explicitly identifies seven core values: Loyalty, Duty, Respect, Selfless Service, Honor,
Integrity, and Personal Courage, often abbreviated as LDRSHIP
Loyalty, integrity, respect and courage as core Indian Army values (Sanwal, 2011)
Value-based Leadership - Barriers
• Organizational values emphasize selfless service to the nation, and personal values can vary and may not
always align
• This misalignment can lead to disappointment, job dissatisfaction, and reduced effort from individuals.
• Factors such as increased material aspirations, competition for promotion, external pressures, and changing
societal dynamics contribute to the decay of traditional military values
• The changing nature of warfare and interactions between civilians and the military also challenge traditional
values
• External factors like changing economic scenarios, corruption, media influence, and professional
commitments, as well as internal factors like leadership failures and lack of transparency, contribute to the
decline in values
Value-based Leadership
• Achieve alignment - by paying attention to individual differences and diversity among soldiers
• Clearly articulate core values such as Loyalty, Duty, Selfless Service, and Personal Courage into measurable
actions and behaviours
• Ensure that leaders communicate how these values represent the organization to the external world,
emphasizing the importance of living up to these values in all aspects of military service
Measures to ensure value-based person-job fit
Selection Process:
- Prioritize alignment between personal and organizational values during the selection process to ensure a fit between
prospective soldiers and the core values of the Armed Forces
- Assess the entire value system of individuals to identify potential mismatches early on and mitigate the risk of future
dissonance
Induction Process:
- Conduct formal orientation programs to familiarize new soldiers with the core values and expectations of the Armed
Forces
- Engage in ongoing dialogues with soldiers to reinforce organizational values and ensure alignment with personal values
Measures to ensure value-based person-job fit
Rewards and Reinforcement:
Reinforce desired behaviours through positive rewards and recognition, strengthening individual values and enthusiasm for
organizational values
Implement rewards immediately for specific behaviours and express the positive feelings associated with implementing
organizational values
Training and Development:
Make value development a primary focus of military education and training, both intentionally and incidentally
Complement operational assignments with structured training and self-development to foster well-rounded military leaders
Promoting an Ethical Culture
Authentic Leadership: General Donald
Campbell
Self-Awareness:
Understanding one's own values, beliefs, motives, and cognitions to anchor decision-making and actions.
o Leaders must have a deep understanding of their own identity, beliefs, and principles to effectively guide their followers.
Acknowledging inherent contradictions within oneself and recognizing their influence on thoughts and behaviours.
o Self-aware leaders are conscious of internal conflicts and contradictions, allowing them to navigate complex situations with
integrity and authenticity.
Balanced Processing:
Considering multiple viewpoints and objectively analyzing them before making decisions.
o Authentic leaders actively seek input from others, even if their perspectives differ, to gain diverse insights and perspectives.
Engaging in unbiased processing of information, essential for maintaining personal integrity and character.
o Leaders demonstrate integrity by evaluating information objectively, free from personal biases or preferences, to ensure fair
and ethical decision-making.
Authentic Leadership: General Donald
Campbell
Internalized Moral Perspective:
Regulating behaviour to align with personal moral standards, even in challenging situations
o Authentic leaders possess a strong internal moral compass, guiding their actions consistently with their deeply held values.
Following the chain of command and exhibiting deference, integral aspects of military leadership
o Military leaders uphold the principle of following orders and expect their subordinates to adhere to the chain of command,
fostering discipline and cohesion within the organization
Relational Transparency:
Being honest, transparent, and true when interacting with others
o Authentic leaders build trust and intimacy by openly sharing their true feelings and intentions with their subordinates.
Sharing vision and expectations with subordinates to foster loyalty and trust.
o Leaders who communicate their vision and expectations clearly inspire loyalty and commitment among their team members,
creating a positive and cohesive work environment.
