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JCLD Fall 2020 )$// 92/80(_,668( (GLWRULQ&KLHI 'U'RXJODV/LQGVD\/W&RO 5HW 86$) &(17(5)25&+$5$&7(5 /($'(56+,3'(9(/230(17 EDITORIAL STAFF: EDITORIAL BOARD: Center for Creative Leadership Dr. Douglas Lindsay, Lt Col (Ret), USAF Dr. David Altman, Editor in Chief Dr. Marvin Berkowitz, University of Missouri- St. Louis Dr. John Abbatiello, Col (Ret), USAF Book Review Editor Dr. Dana Born, Harvard University (Brig Gen, USAF, Retired) Dr. Stephen Randolph Dr. David Day, Claremont McKenna College Profiles in Leadership Editor Dr. Shannon French, Case Western Julie Imada Associate Editor & CCLD Strategic Dr. William Gardner, Texas Tech University Communications Chief Mr. Chad Hennings, Hennings Management Corp JCLD is published at the United States Air Mr. Max James, American Kiosk Management Force Academy, Colorado Springs, Colorado. Articles in JCLD may be reproduced in whole Dr. Barbara Kellerman, Harvard University or in part without permission. A standard Dr. Robert Kelley, Carnegie Mellon University source credit line is required for each reprint or citation. Dr. Richard M. Lerner, Tufts University For information about the Journal of Character Ms. Cathy McClain, Association of Graduates and Leadership Development or the U.S. Air (Colonel, USAF, Retired) Force Academy’s Center for Character and Dr. Michael Mumford, University of Oklahoma Leadership Development or to be added to the Journal’s electronic subscription list, contact Dr. Gary Packard, University of Arizona (Brig Gen, us at: [email protected] USAF, Retired) Phone: 719-333-4904 Dr. George Reed, University of Colorado at The Journal of Character & Leadership Colorado Springs (Colonel, USA, Retired) Development The Center for Character & Leadership Dr. Ervin Rokke, (Lt Gen, USAF, Retired) Development Dr. Eduardo Salas, Rice University U.S. Air Force Academy 2300 Cadet Drive, Suite 300 Dr. Joseph Sanders, Colorado Uplift (Colonel, USAF Academy, CO 80840-62600 USAF, Retired) The Journal of Character & Leadership Dr. Arthur Schwartz, Character.org Development is generously supported by the Dr. John J. Sosik, The Pennsylvania State Air Force Academy Foundation. University Dr. Steve Trainor, The Google School for Leaders (Captain, USN, Retired) Mr. Mark Welsh, Texas A&M University (General, USAF, Retired) Dr. Steve Zaccaro, George Mason University Manuscripts may be submitted via Scholastica at ISSN 2372-9465 (print) https://jcli.scholasticahq.com/for-authors ISSN 2372-9481 (online) JCLD / TABLE OF CONTENTS FROM THE EDITOR Who You Are 3 Douglas R. Lindsay, United States Air Force Academy MILITARY Diversity, Demography, and Leadership of the 21st Century 9 Charles Brown, Air Force Chief of Staff, General, USAF David Goldfein, Former Air Force Chief of Staff, General (Ret), USAF Kaleth Wright, Former Chief Master Sergeant of the Air Force, CMSgt (Ret), USAF Michael Greisman, Cadet First Class, USAF Academy Conley Walters, Cadet Second Class, USAF Academy What is Your Purpose? 19 Richard Clark, Superintendent, Lt Gen, USAF Adding Value 24 RamÓn CÓlon-LÓpez, Senior Enlisted Advisor to the Chairman of the Joint Chiefs of Staff, SEAC, USAF The Opportunity To Serve 35 JoAnne Bass, Chief Master Sergeant of the Air Force, CMSgt, USAF ACADEMIC The Importance of Character 42 Marvin Berkowitz, University of Missouri – St Louis The Role of Faith 52 Dondi E. Costin, President, Charleston Southern University, Maj Gen (Ret), USAF Reframing and Leader Development 63 Bernard Bernard Banks, Kellogg School of Management, Northwestern University, Brig Gen (Ret), USA SPORT No Excuses: Building Culture 73 Robert Stoops, Former Coach of XFL Dallas Renegades and University of Oklahoma BUSINESS Developing a Culture of Leadership 78 James Cameron, Vice President of Global Leadership & Learning, Walmart FROM THE EDITOR 1 THE JOURNAL OF CHARACTER & LEADERSHIP DEVELOPMENT / FALL 2020 The Value of People 87 Jay Caiafa, Chief Operating Officer of The Americas, InterContinental Hotels Group (IHG) NONPROFIT Character and Philanthropy 97 Michael Gould, CEO, Air Force Academy Foundation & Association of Graduates, Lt Gen (Ret), USAF BOOK REVIEWS A Review of "Master of the Air: William Turner and the Success of the Military Airlift" 104 Robert Slayton A Review of "Hunter Ligget: A Soldier's General" 106 Michael Shay A Review of "Emotional Intelligence 2.0" 108 Travis Bradberry PROFILES IN LEADERSHIP Lieutenant General Lewis H. Brereton: When to listen to your subordinates and When 110 Not to Listen John Abbatiello Stephen Randolph SUBMISSION GUIDELINES 117 REFLECTIONS 119 Disclaimer: The views and opinions expressed or implied in JCLD are those of the authors, are not officially sanctioned, and do not necessarily reflect the official policy or position of the Air Force or any agency of the U.S. government. 2 WHO YOU ARE FROM THE EDITOR WHO YOU ARE Douglas Lindsay, Editor in Chief, JCLD, PhD A fundamental premise in leadership development is the need to have a basic awareness of who you are. This is often referred to as how you show up. Whether you are an accomplished leader or just starting out, you must understand how you are showing up into leadership situations. How you are showing up is determined by who you are as a person. Simply stated, who you really are, is how you are going to lead. This understanding of who you are is critical because it is your developmental entry point. It is the foundation upon which leader development effort(s) will be built. As all effective leaders know, your leadership stems from who you are. If you try to lead from a place that is different than who you are, it is misaligned, inauthentic, and your followers will recognize that inconsistency. This may seem like a rather simplistic line of reasoning, and it really is. As with many things related to leadership, the approach is rather straightforward, but the challenge is in the application. That is why people often refer to the art and science of leadership. The science (or knowledge) is relatively straightforward. There are things that we know that effective leaders do. They communicate effectively. They know how to make decisions. They empower their teams. They recognize the value that all members bring to the team. The list goes on. We know what effective leaders do and what skills leaders need. So, why then, do we have so many ineffective leaders? It is in the other part that is referenced above, the art. It is actually taking that knowledge and correctly applying it in the right way, at the right time, in the right situation. That, as all leaders know, is less straightforward. The reason that the application is difficult is that there are myriad factors that play into the leadership dynamic. Some of these are under the control of the leader and some are not. In total, there are factors at play from the leader, the followers, and the situation in which the leadership will be enacted. Each of these will have a different impact on the leader and their leadership. If we understand that the primary role of the leader is to organize and shape those influences to enable the team to effectively accomplish the task at hand, then we need to consider what they actually have influence on. With respect to the leader, they own that entirely. From the follower’s perspective, while they may not have selected those on their team, they certainly have great influence on how they interact with Dr. Douglas Lindsay is the Editor in Chief of the Journal of Character and Leadership Development (JCLD). Prior to assuming his current role, he was a Professor and the founding Director of the Masters of Professional Studies Program in the Psychology of Leadership at Pennsylvania State University. He also served in the United States Air Force where he retired after a 22-year career, serving in a multitude of roles, including research psychologist, occupational analyst, inspector general, deputy squadron commander, senior military professor, Full Professor, deputy department head and research center director. He has over well over 100 publications and presentations on the topic of leadership and leadership development. He received a Bachelor's Degree from the United States Air Force Academy (class of 1992), a Master's Degree from the University of Texas at San Antonio, and a PhD in Industrial/Organizational Psychology from Pennsylvania State University. FROM THE EDITOR 3 THE JOURNAL OF CHARACTER & LEADERSHIP DEVELOPMENT / FALL 2020 and equip the members of the team. For the situation, You see many organizations with: they additionally have an impact on how they prepare their team to effectively act in the situation. From a • A one size fits all approach where everyone does developmental standpoint, while we can influence all the same developmental opportunities. three of those areas, the key leverage area is the leader • An inoculation (one time) approach versus a themselves. Again, this is not complex reasoning. developmental (over time) approach. However, how we go about that development is crucial. • Annual training versus tailored development. With hundreds of billions of dollars spent annually on • Using the budget to determine what can be training and development across various industries, one afforded versus what is truly needed. would think that we have closed the gap of ineffective • Failing to understand the role of the leadership. Unfortunately, that is not always the case. organization’s culture toward development and growth. Back to the original thought of helping the leader • Failing to support the individual after the understand who they are and what they stand for, that developmental intervention. gives us an entry point for development. The benefit • Failure to use data to inform developmental of this approach is that it applies equally to beginning efforts. leaders as well as very senior strategic leaders. This is due • Not tying the developmental programs to the to the fact that leader development is ongoing and does strategic goals of the organization.
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