Present a synthesis of your own understanding of command, leadership and management. Discuss how you intend to embrace this model, identifying its strengths and weaknesses relative to your own competencies and blind spots.
The command, leadership and management (CLM) concept has been largely studied in the corporate as well as regulatory domains for quite some time. While organisations have studied the leadership subject for age, its importance gained significance to most governments in the post-colonial era. The application of skills of CLM, which is largely known as “The officer’s trinity” is quite influential especially in how the Internal Security Department (ISD) is functioning. While the most commonly used models tend to identify the different combinations of skills, they lack the relationship with the environment as well as levels of operation thus creating a paradigm. However, the available definitions, as well as models, show a robust inter-relationship between the three elements of the trinity hence indicating that they can never be applied in isolation. With the aim of assisting security officers to be akin to hierarchal approaches in their areas of influence, it is vital to comprehend the interrelationship as well as an emphasis on command, leadership and management at the different levels of operations, such as tactical, operational and strategic. While the level of operation transforms from tactical to strategic, the stress of the leader in the security department changes from command to leadership. Therefore, management has always remained conspicuous at the operational level. his paper will provide a synthesis of the comprehension of command, leadership as well as management. Secondly, it will shows the models and on how it can be embraced and provides an identification of the model’s strengths as well as weaknesses that related about competencies and blind spots.
The Literature on Leadership
Leadership can be described as one of the virtues that exist in an abstract domain. Scholars explain that leadership is the art of influencing a particular group of individuals in an organisation. Particularly, there is a lot of information available on leadership from the existing literature. However, the overall consensus is that leadership is far from being a legal position or authority. As such, it largely deals with the achievement of an assigned mission through influence by sharing vision, inspiration and motivation along both vertical and horizontal axes, which maximises output when combined with management and command. According to NATO model, a member of an organisation with the legal authority has the responsibility of exercising leadership in the organisation to assist it in achieving its goals.
Interpretation of Leadership
Leadership involves the establishment of clear vision and seamlessly communicating the same vision with a group of people or organisational members to facilitate achievement of the same objectives. The leader needs to freely share his or her ideas and vision with the members of the organisation and convince them to follow it willingly. Especially, conflicting interest is anticipated in organisations hence the need to have a proper leadership which would, in turn, create a balance between the members as well as stakeholders interest. While organisations are expected to meet different challenges and situations, leaders should step up in the event of such situations and creatively act to ensure that the organisation remains true to its course. Leaders must evaluate the vision to determine its chances of failures as well as inability to meet new challenges. The visions require continuous attention because of the dynamic environment in which organisations operate. Leaders should express their concern for the organisation by designing visions that are not only realistic but also achievable and to guide the other members of the organisation to function in ways that facilitate achievement of the vision.
Literature on Management
Management is largely described as the process of organisation and coordinating available resources to facilitate achievement of the desired objectives and goals. It can also be described as the process of coordinating and organising organisational activities for the achievement of defined organisational goals. It is majorly considered as a factor of production together with money, machines and materials. Primarily, it consists of the interconnected functions of facilitating the creation of corporate policy, planning, directing, organising and controlling the resources of the organisation to realise the objectives of the policy. Majority of scholars have agreed in the past that the management process exercised by an individual who is appointed thus giving them the legal authority to make decisions on behalf of the others in the organisation. For instance, in the ISD, the manager employees the management skills to enhance the optimum use of the organisation’s resources.
Interpretation of Management
Management is an act of bringing together the factors of production in an organisation to assist in realisation of the organisation’s objectives and goals. The organisation is characterised by members, objectives, goals and resources which require critical organisation, control and coordination to function towards the achievement of the best results. Notably, the person in charge of the coordination and organisation control of the elements is the manager. The manager is charged with the responsibility of making decisions on behalf of the others hence guiding the rest towards a common goal.
The management size may range from one individual in a small organisation to several people in larger organisations. In the ISD, the director is responsible for defining the policies which are then exercised by the managers. For an individual to evaluate the current as well as the future state of an organisation, it is vital to consider the quality as well as the experience of the organisation’s management. The management considers the input of the other members of the organisation and makes decisions that best represent the interest of the organisation as well as the contribution of the members.
Literature on Command
Command refers to the authority of initiating action. It is the order provided by the leader to the subjects to initiate the process of achieving a particular goal. In the United Kingdom, command holds both legal as well as constitutional status. The command is a status that is mostly vested in the organisational commander through a higher authority. The authority vested in the commander provides them with the forces to oversee the accomplishment of a mission. In this context, authority largely relates to the traditional definition which shows that it is the right as well as responsibility bestowed on an individual to command and induce compliance. As such, authority is regarded as a central element in the structure of every formal organisation which prescribes the expectations that specific people need to show control as well as direction over the other people in their areas of competence. As for National Security Department, authority is the freedom and right to utilise the power of command as well as to ultimately implement obedience in an organisation.
The organisational command largely relates to organisational design. Humans benefit from living in organisations which need structured groups. Regardless of the design of the organisation, it needs a structure so that work is easily divisible to facilitate achievement of coordination among the different work activities. Therefore, command’s function in an organisation is to deal with issues concerning division of labour span of control, a delegation of authority as well as departmentalisation.
Interpretation of Command
The commander in an organisation seeks to initiate the process of achieving organisational goals through instructions and guidelines on what subordinates should do. From the organisational point of view, commanders tend to make decisions on the division of labour, departmentalisation, a delegation of authority as well as the span of control.
Need for Command in the organisation
There is a need for command in the Internal Security Department. Command functions to serve various purposes in the process of achieving the mission of the department. First, it functions to define the responsibilities as well as accountability of the organisational members. If used properly, it offers a direction and proper channel of communication thus ensuring organisational efficiency. Command offers direction especially in the assignment of responsibilities and duties. The departmental seniors initiate the process of achieving the organisational goals by assigning duties and responsibilities to the juniors who in turn commit to ensuring that they abide by the directives provided to them.
Literature on The Relationship Between CLM
Command, leadership and management are three different yet complementary systems. The actual activities, as well as required characteristics of every system, is primarily humanly related. Ideally, command, leadership and management, as isolated elements and as a trinity are required to facilitate the success of the increasingly complex security department. Under this relationship, the command is an authoritative position in which departmental officers are legally appointed. Particularly, management and leadership are significant components in successful facilitation of command. Similarly, the leadership of ISD is visionary. It could be described as the personality and character projection for inspiring people who are being commanded in the department to perform what is required of them. Ideally, skills in the leadership techniques are the most important quality in command and functions to contribute immensely to the organisation’s operational success. Hence, leaders have no prescribed style neither is their prescription for leadership in the department. The leadership in the ISD is a combination of persuasion, use of examples and compulsion about the situation at hand. Management is one of the important facets of command. It implies allocation as well as control of resources which can be regarding human, financial and material resources. Management needs an individual to have the ability to use a wide range of skills and techniques to not only facilitate but also enhance organisation, planning as well as the execution of the business of the department. Successful commanders combine management skills with leadership skills to realise the organisation’s desired outcomes. As such, the element is directly related to the leadership and command and assist the organisation in realising its mandate.
Model Of Leadership, Management And Command
Under this new model, leadership has proved to be the most important part of the model because of the increasing complications and volatility of the macro-environment. As such, redoing what had already been done, or making negligible progress is not the formula for success anymore. There is no vast need for command in this model because of the modern environment majors on leadership and management. Command would call for unnecessary bureaucracy in which the mind of individual control, orders and predicts the operations of the other organisational members. Modern organisation are rapidly changing, confusing, full of surprises and unpredictable hence the need to focus on leadership and management. The two facets tend to move people into creative zones by breaking norms that hinder new thinking.
How To Embrace The Model
The model can be embraced by taking the organisational leaders and managers to seminars and workshops and training them on how to encourage creative thinking and participation in the modern work environment to outdo the current environmental challenges. Similarly, the model can be embraced by enhancing effective communication among the members of the ISD by specifically focusing on the benefits of good leadership and management. Finally, the model can be embraced by empowering the members of the department to exercise leadership and management skills and qualities at their levels of duty.
Other Models Supporting The Revised Model
The NATO model largely supports the revised new model by emphasising on the possible significance of leadership and management skills in the modern macro-organisational environment. While the command is still needed, the model holds that employees can be empowered to exercise their management and leadership skills in their areas of expertise to assist in achieving organisational objectives.
Models That Oppose The View
The traditional CLM model opposes the view of the revised model. The model considers the initiation of the process of achieving objectives by a specific authority to be vital in the organisation. However, with the urgency and need for quick decision-making requirements in the Internal Security Department, it could be difficult for the Command to be effective in achieving organisational needs.
The SWOT of the model
The model functions to boost morale of all organizational members by empowering them to make decisions at their areas of expertise.
The model matches the volatility of the modern work environment The model may invest too much trust on the junior employees hence hurting the ability of the organization to achieve its goals.
The model creates room for exploitation of unique talents and skills of the organizational members to facilitate improvement of service delivery.
The model can create a long range strategic vision for the department to assist in development of the organization Volatility of the macro-environment may render the model ineffective in future.
How The Model Helps A Staff Officer
The model assists staff officers by inducing modern thinking which is more focused on increasing soft skills like motivation and communication. Additionally, it makes the officer to easily lead, manage and command the diversified human capital thus posing significant opportunities for achieving organisational success. As illustrated in the figure 2 below, the model assists a staff officer promoting the balance between the organisational strategy and the model components through differentiating the management-centred leadership and the staff-centred leadership. It also defines when the command should be used in the organisation.
How The Model Enhances Competencies And Aids Weaknesses
The model enhances individual competencies by encouraging the use of unique skills and talents in areas of expertise. Similarly, it gives an individual the opportunity to make decisions that aim at boosting organisational performance at the junior level without necessarily involving the senior officers.
On the other hand, the model aids weaknesses by encouraging teamwork through organisation and control of resources. As such, the leadership and management ensure that the inadequacies of an individual are largely covered by the adequacies of the other officers in the organisation. Additionally, it provides room for organisational members to learn from one another hence raising standards by improving qualities of every organisational member. The net result is better performance.
The Internal Security Department is one of the most sensitive areas that need proper management for better performance. The macro-environment in which the organisation operates is characterised by volatility and surprises which call for better CLM models to enhance better performance. As such, this paper has presented the revised Leadership, Management and Command model as the best to assist the organisation in achieving its objectives in the contemporary situations. The model embraced, in this case, is effective because it assists organisational members to address their weaknesses while at the same time enable them to achieve their missions as leaders of the organisation.
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