MBA 530: Leading People and Organizations
1-2 Discussion: Experience of Working with a Creative Leader
Billie J. Foster
Southern New Hampshire University
October 14, 2024
I am Billie Jean Foster, originally from Dallas, Texas. My current duty station is Carlisle
Barracks, home of the Army War College, in Pennsylvania. I am married and have two sons,
whom I adore. I graduated from Baylor University’s Hankamer School of Business in 1998 with
a Bachelor of Business Administration degree in marketing with an emphasis on research and
advertising. I have served in the United States Army (15.5 years) as a Sergeant First Class on
active-duty status.
In my 15 years of service, I have encountered outstanding and counterproductive
leadership. Leadership is the cornerstone of the military. The Army defines leadership as the
ability to influence by providing purpose, direction, and motivation to achieve the mission and
enhance the organization;(Headquarters, Department of the Army, 2019). Additionally, the Army
defines a leader as “anyone who, by assumed role or assigned responsibility, inspires and
influences people to accomplish the mission and improve the organization”;(Headquarters,
Department of the Army, 2019). This means that everyone, regardless of rank, has the potential
to be a leader. NCOs, ranging from sergeant to sergeant major, are considered the “backbone” of
the Army. The expectation is for them to lead, develop, and achieve. However, counterproductive
leaders within the ranks practice favoritism, unethical behavior, and poor
communication;(Headquarters, Department of the Army, 2019). These actions result in distrust,
doubt, and suspicion among those they lead. And that is the leadership I am working with now.
This person is more of a command-and-control style leader who works well in the military where
decision-making and communication flows down and works best during a military combat
operation but not in a garrison environment;(Covey, 2022). This leader and I are of the same
rank; however, he is senior to me by virtue of his position. The person practices making
decisions that impact soldiers’ careers. They have a habit of sharing information regarding
decisions made in a way that causes trust issues when he frequently says things like “You’re not
supposed to know” or “Do not tell anyone.” It makes one wonder why the decision is being kept
secret and why sharing it is prohibited, primarily when it affects others. It also goes entirely
against previous decisions made. This style of leadership does not align with my values. I believe
in transparency and integrity. I think taking care of my soldiers and placing their needs over my
own because their success is my success.
As I navigate this situation with my current leadership, I learn the importance of aligning
words with actions. I have observed few positive skills since I do not work closely with this
leader daily. However, I am learning what not to do as I become the leader I aspire to become. It
is not about the number of soldiers I lead but the number of leaders I am developing. I
increasingly recognize that my ideal leader in today’s VUCA (volatile, uncertain, complex, and
ambiguous) environment embodies a people-centric transformation leadership style. A people-
centric transformational leader focuses on mentoring, developing, and empowering subordinates
through active listening and open communication. A people-centric transformational leader
achieves success by leveraging motivation and enhancing soldier engagement to build strong,
cohesive teams that align with the organization’s values, vision, and mission. This is the leader I
wish to follow and become.
References
Covey, S. M. (2022, May 9). Command and Control vs. Trust and Inspire. Retrieved from Training Mag:
https://www.trainingmag.com/command-and-control-vs-trust-and-inspire/
Headquarters, Department of the Army. (2019, November 25). ADP 6-22: Army Leadership and The
Profession. Washington, DC. Retrieved from https://army.pubs.army.mil
