Leading Change: Military Leadership in Civilian Organizations

Abstract

Military leaders are often assigned to largely civilian organizations, for the first time, late in their careers. Once there, they may see a need for change or are directed to make change in these organizations. They assume that they can apply all the same lessons they have learned about operating in or effectively leading organizations of purely military service members. Unless the military leader understands the civilian workforce subculture this transition can be especially difficult for both the organization and the military leader. This paper will explore the differences in leadership techniques that are needed in order to contribute to the continued success of these civilian organizations and avoid pitfalls that could lead to a very frustrating stalemate for both the military leader and the organization they join.

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Document Details

Document Type
Technical Report
Publication Date
Mar 19, 2012
Accession Number
ADA561960

Entities

People

  • Robert C. Wittig

Organizations

  • United States Army War College

Tags

Communities of Interest

  • Biomedical
  • Human Systems

DTIC Thesaurus Topics

  • Army
  • Civilian Personnel
  • Department Of Defense
  • Education
  • Leadership
  • Leadership Training
  • Military Operations
  • Military Organizations
  • Military Personnel
  • New York
  • Personnel Management
  • Psychology
  • Social Psychology
  • Students
  • Training
  • United States
  • War Colleges

Fields of Study

  • Political science

Readers

  • Educational Psychology
  • Joint Military Operations and Doctrine.
  • Political Violence and Terrorism Studies.