posted Jan 19, 2017, 9:13 AM by 21 Army Cadets Cambridge
Leadership is a topic of enormous interest to military people, and all have direct experience with it, either in the role of leader directing others or as a follower, benefiting (or perhaps not) from the lead of others. Aspects of leadership are included in most of the courses military personnel attend beyond basic training, and many military professionals read extensively on the topic. Anyone who has been reading either popular works on leadership or academic literature on the subject will likely have noticed the emergence of a new concept in this field – transformational leadership. The term transformational leadership has also, to some extent, found its way into the leadership milieu of the Canadian Forces (CF). For example, the Chief of the Defence Staff (CDS) and the Deputy Minister (DM) of the Department of National Defence (DND) invoked “transformational leadership and coherent management” in Vision 2020. This was a policy paper outlining the strategic direction for the CF and DND.1 In his 1998 essay on leadership practices in the CF, Lieutenant-Colonel Jamie Hammond used the term, suggesting that leadership in the CF is typically transactional, whereas transformational leadership is what is required.2 Lieutenant-Colonel Bernd Horn also referred to transformational leadership in his paper on executive leadership in the CF.