Presentation
sh20000204
capston_presentation_2.pptxHow Diverse Culture and Multi-Generational Groups in the Pennsylvania Army National Guard Effect Military Leadership Communication and Training
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Abstract
The Pennsylvania Army National Guard is an organization burdened with a lot of responsibilities because the state of Pennsylvania and country depends on it for guaranteed security. Therefore, the organization cannot afford to have any issues that may impact the effectiveness of its job. However, generational and cultural differences within the Pennsylvania Army National Guard are suspected to have an influence on the military leadership and training of the troops. The Pennsylvania Army National Guard is made up of people from different cultures and age groups which makes the beliefs and values of the military members different. This is suspected to be a factor that limits the effectiveness of the leadership and training in the organization because of the dilemmas and conflicts brought about by the differences in beliefs. This study seeks to understand the extent of the impact that generational gaps and cultural differences have on military leadership. A combination of qualitative and quantitative methodology, commonly referred to as a mixed method will be conducted with the participation of 10 Officers, Senior Non-Commission Officers and 50 to 75 Junior Non-Commission Offers, and Enlisted members of the Pennsylvania Army National Guard to gather the data required to make the relevant conclusions.
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Effective Leadership Communication
The debate on how military leadership effectively communicate with diverse culture, and multi-generational groups in the Pennsylvania Army National Guard attracted different views from different scholars.
Cialdini (2009), believes no leader can communicate effectively with diverse culture, and multi-generational work groups without mastering the art of persuasion.
Fairhurst (2011) states a leader who is not just focused on his her dominant culture, but is flexible and ready to interact with others can effectively communicate with diverse culture, and multi-generational work groups in the military.
Frigotto and Rossi (2011) propose a computational strategy aimed at modeling problem-solving agents and evaluate the impact of various forms of diversity and communication in teams or agents’ performance in problem-solving.
Moosey (2016) remarks that army commanders frequently mention communicating difficult or taboo information as the most challenging task in a multicultural context.
Barker and Gower (2010) argue that human interaction becomes a major challenge, especially when it comes to ways of communicating with these diverse populations.
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How Can Effective Leadership Communication
Both Fairhurst and Cialdini propose flexibility and mastering the art of persuasion as a way of reaching out to diverse work groups.
Abbe (2008) asserts that effective leadership communication in diverse work groups in the army requires possession of cross-cultural competence.
Barker and Gower (2010) also remark that both verbal and nonverbal communication norms are dissimilar among the organizationally diverse workforce of the modern times, just as the dissimilarities in individualistic and collective cultures.
Moosey (2016) proposes that a good army leader serving in a diverse environment must communicate knowledgeably.
Barker and Gower (2010) states, in a diverse setting, storytelling bears resemblance to social exchange, since stories are memorable, easy to understand, and establish a common ground with others that establish credibility.
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How Can Effective Leadership Communication Lt Gen Hal Moore, U.S. Army Retired We Were Soldiers - Speech
Both Fairhurst and Cialdini propose flexibility and mastering the art of persuasion as a way of reaching out to diverse work groups.
https:// www.youtube.com/watch?v=4d5seY0eaK4
Lt. Colonel Hal Moore: Look around you. In the 7th cavalry, we've got a captain from the Ukraine; another from Puerto Rico. We've Japanese, Chinese, Blacks, Hispanics, and Cherokee Indians. Jews and Gentiles. All Americans. Now here in the states, some of you in this unit may have experienced discrimination because of race or creed. But for you and me now, all that is gone. We're moving into the valley of the shadow of death, where you will watch the back of the man next to you, as he will watch yours. And you won't care what color he is, or by what name he calls God. They say we're leaving home. We're going to what home was always supposed to be. Now let us understand the situation. We are going into battle against a tough and determined enemy.
Lt. Colonel Hal Moore: I can't promise you that I will bring you all home alive. But this I swear, before you and before Almighty God, that when we go into battle, I will be the first to set foot on the field, and I will be the last to step off, and I will leave no one behind. Dead or alive, we will all come home together. So help me, God.
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References
Abbe, A., Gulick, L. V., & Herman, J. L. (2007). Cross-cultural competence in Army leaders
[electronic resource] : a conceptual and empirical foundation. U.S. Army Research
Institute for the Behavioral and Social Sciences, Leader Development Research Unit.
Barker, R., & Gower, K. (2010). Strategic application of storytelling in organizations: toward
effective communication in a diverse world. Journal of Business Communication, 47(3),
295-312. doi:10.1177/0021943610369782
Cialdini, R. B. (2009). Influence: Science and Practice (5th Ed.). Boston: Pearson Education, Inc.
Fairhurst, G. T. (2011). The power of framing: Creating the language of leadership (Vol. 290).
New York: John Wiley & Sons.
Frigotto, M., & Rossi, A. (2012). Diversity and communication in teams: improving problem-
solving or creating confusion?. Group Decision & Negotiation, 21(6), 791-820.
doi:10.1007/s10726-011-9250-x
Moosey, M. (2016). Communicating difficult and taboo information: a how-to guide for
commanders. Military Medicine, 18140-43. doi:10.7205/MILMED-D-15-00201
Reyes, A. D. (2006). Strategic options for managing diversity in the us army. Washington DC:
Joint Center for Political and Economic Studies Inc.
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Capstone Presentation Survey
GENDER MALES FEMALES 42 32
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Sales 17 - 36/Millennials 37 - 52/Generation X 53 -/Baby Boomers 65 8 1
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2 African American Asisan Hispanic Pacific Islander White West African Jamaican Other 36 5 10 1 11 5 5 1
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LEANGTH OF TIME IN SERVICE
2 1 - 5 Years 5 - 10 Years 10 - 20 Years 20 - 43 16 12 3
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RANK
2 PVT - E2 PFC - E3 SPC - E4 SGT - E5 SSG - E6 10 23 19 18 4
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TRUST THAT LEADERSHIP WILL TREAT SOLDIERS FAIRLY
2 Strongly Agree Agree Disagree Strongly Disagree 22 35 5 12
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LEARDERS WORK WELL TOGETHER AS A TEAM
2 Strongly Agree Agree Disagree Strongly Disagree 15 35 19 9
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LEARDERS ENCOURAGE SOLDIERS TO PERFORM TO THEIR FULLEST REGARDLESS OF THEIR BACKGROUND
2 Strongly Agree Agree Disagree Strongly Disagree 23 38 7 6
Capstone Presentation Survey
LEARDERS IN MY ORGANIZATION COMMUNICATE WELL
2 Strongly Agree Agree Disagree Strongly Disagree 12 28 22 12
Capstone Presentation Survey
TRUST MY LEADERS WILL RESPRESENT MY BEST INTEREST
2 Strongly Agree Agree Disagree Strongly Disagree 18 33 14 9
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LEADERS ABILITY TO COMMUNICATE ORGANIZATION VISION AND GOALS
2 Strongly Agree Agree Disagree Strongly Disagree 16 29 18 11
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LEADERS OVERALL APPROVAL RATING
2 Excellent Good Fair Poor 19 26 21 8
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17 - 36/Millennials 37 - 52/Generation X 53 -/Baby Boomer 3 6 1
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African American Asian Hispanic Pacific Islander White 6 0 0 4
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Male Female 6 4
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LEADERS OVERALL APPROVAL RATING
MILITARY SERVICE
5 to 10 years 10 to 15 years 15 to 20 years 20 + years 1 3 5 1
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LEADERS OVERALL APPROVAL RATING
MILITARY RANK
2nd LT 1st LT Captain Major LT Colonel Colonel CSM/SMA 1SG/MSG SFC 0 3 1 0 0 0 0 2 4
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Captain Career Course Basic Officer Leadership Course Senior Leadership Course Advance Leadership Course First Sergeant Course 2 2 0 4 2
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LEADERS OVERALL APPROVAL RATING
MILITIARY POSITION
Company Commander Pa toon Leader Company First Sergeant Patoon Sergeant Readiness NCO Traning NCO Traning Officer 1 2 2 1 2 1 1
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LEADERS OVERALL APPROVAL RATING
SOLDIERS DIRECTLY SUPERVISE
Company/100-250 Platoon/16-50 Squad/8-24 3 7 0
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LEADERS OVERALL APPROVAL RATING
TO WHAT EXTENT IN YOUR CURRENT ASSIGNMENT DO YOU PROVIDE: Clear Commanders Intent
Slightly Moderate Greatly Not at All 0 1 9 0
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Slightly Moderate Greatly Not at All 0 0 10 0
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Slightly Moderate Greatly Not at All 0 0 10 0
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TO WHAT EXTENT IN YOUR CURRENT ASSIGNMENT DO YOU PROVIDE: Clear Commanders Intent
TO WHAT EXTENT IN YOUR CURRENT ASSIGNMENT DO YOU PROVIDE: Clear Commanders IntentSlightly Moderate Greatly Not at All 0 0 10 0
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TO WHAT EXTENT HAS AGE AND CULTURAL EFFECTIVE YOUR TRAINING GOALS
TO WHAT EXTENT IN YOUR CURRENT ASSIGNMENT DO YOU PROVIDE: Clear Commanders IntentSlightly Moderate Gr eatly Not at All 2 0 0 8
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DO YOU BELIEVE AGE AND CULTURAL EFFECTIVE YOUR TRAINING GOALS
DO YOU BELIEVE AGE AND CULTURAL EFFECTIVE YOUR TRAINING GOALS Yes No Sometimes All the Time 0 9 1 0
Capstone Presentation Leadership
Difference in cultural practices among the troops
Yes there are certain jobs the women are considered for just because of their gender and the mindset that women are weak.
Yes, despite commonality of being soldiers, soldiers tend to spend more time with those with common background.
No.
Absolutely I realize we are an Army of one, but as a leader you have to be aware and excepting of any one soldier’s cultural different and by doing that I can gain the trust of the soldier, and it also allow me to relate to the soldiers.
Overall No. From my experience there has not been a big factor in cultural difference among soldiers.
Yes. Mainly religious.
Yes, I recognize some differences in cultural practices among troops.
Yes, there are many differ cultural in the military.
Yes, I think there are cultural differences because the Army has a mixture of all cultural’ s.
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Capstone Presentation Leadership
Have you encountered any conflict with the soldiers due to cultural differences?
No
Yes, treating soldiers how they should be treated, however it is also influenced by gender. It result in me standing on the carpet, and the soldiers beliefs verified.
Yes, some times religious practices happen during duty hours.
No.
Yes, some soldiers don’t understand military humor and take offense to some jokes.
No.
Absolutely, the cultures of troops do affect the way they respond to leadership. More specifically gender, many male soldiers are resistant in accepting females in the leadership roles.
No
No
No
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Capstone Presentation Leadership
Leadership cultural belief about age and gender
I don’t believe the cultural belief have any bearing on mental capacity. I believe men and women are somewhat equal in the mental part however physical there is a different.
While in uniform the only gender or culture should be uniform and Army culture.
Age can bring both good and bad traits out of people, gender however does not play a role in how military leadership view soldiers.
With age I would like to think comes maturity and wisdom. With gender I have an old school through process which means chivalry is alive and well. I believe male are more physically dominant but everything else can be match regardless of gender.
Age and gender does not affect overall duties of being a soldier.
I believe in equal treatment regardless of age, gender or cultural belief.
Age is simply the older you are, the wiser you become. As for gender its simple, a woman can do anything a man can do, a sometimes better.
I believe that age and gender has know place in the military.
I believe that most of the younger soldiers, male and female respect the senior leadership.
I believe everyone should be treated equal, know matter their age or gender.
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Capstone Presentation Leadership
Do you think age gaps affect your leadership in the military?
No, I believe gender has more of an affect
No
No
No.
No, younger soldiers learn a lot from older soldiers.
Sometimes, especially if there is a junior soldier who is much older than I am, it can make correcting the soldier more difficult.
No
Yes. This is a leadership challenge for me but I will admit I have my own negativity bias towards some younger groups. As I work to remain a flexible and adaptable leader I am certain to overcome this challenge as many leaders before me have had to do.
No
No, I think age difference are a good thing because it gives everyone an opportunity to learn from each other.
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Capstone Presentation Leadership
Does culture of the soldier affect the way they respond to your leadership?
Yes, if a female leader comes up with a decision it will be more likely that it will be analyzed fully versus a male in the same leadership role.
I believe the way they view me as a white man, interferes with my message, intent or motivation. It is as though they see skin color more so, then my intent.
No.
Yes, the millennials generation has an interpretation that things should be given rather than earned. Therefor I have to do more explaining than I’m use too.
Yes, there have been issues with soldier’s believing that leadership can’t relate because they come from a different culture.
Yes, I can assume that because I’m white some soldiers may not think that I can identify with them because we may not come from the same cultural upbringing.
No
Not now. In my opinion, this was a major issue for the military in the past. With training and a diligent focus on improving in this are has yielded a change in the right direction toward cultural sensitivity and recognizing strength in diversity.
Yes, I can not talk to younger soldiers, the same as I talk to soldiers in my age group.
No
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Capstone Presentation Leadership
Have you encountered any dilemmas in your leadership as a result of cultural differences?
Yes, African American are not afforded the same opportunities as there Caucasian counterparts.
Yes, I try to treat everyone as a soldier first, and fairly but often have to soften my tone due to perception of racism.
No.
No
No, soldiers are overall respectful towards leadership and culture for the most part does not play a role.
Not dilemmas. I feel like at times you have to tread a little more lightly with people from other cultures.
No
No
No
No
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Capstone Presentation Leadership
How do you deal with age and cultural differences as a leader?
Training awareness, and situation role play
Try to treat everyone the same.
I try my best to help those with religious belief and practices. Age means nothing .
Listen relate and try to comprise as long as we can complete the mission.
Training, briefing and role play about the difference cultures.
I try to treat all people equally. It can be more difficult to correct a junior soldier who is much older.
By embracing the diversity, and knowing your soldiers is key.
One day and one conversation at a time. Listen more with more focus on what is actually being said by those younger than me. Paying attention to the trends and changes and adapt along the way. Genuine care. Be frank, clear and concise in my communication and hold them accountable. Finally, be consistent, younger soldier pick up on anything that is out of step and use it against you.
I try to be respectful of everyone, regardless of their age or cultural.
As a leader, regardless of age, gender or cultural I try to treat each soldier the same and with respect.
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