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WINTER 2021 VOLUME 8 | ISSUE 1 Editor in Chief: Dr. Douglas Lindsay, Lt Col (Ret), USAF CENTER FOR CHARACTER & LEADERSHIP DEVELOPMENT 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, Col (Ret), USAF 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 us at: [email protected] (Brig Gen, USAF, Retired) Phone: 719-333-4904 Dr. George Reed, University of Colorado at The Journal of Character & Leadership Colorado Springs (Colonel, USA, Retired) Development Dr. Ervin Rokke, (Lt Gen, USAF, Retired) The Center for Character & Leadership 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) Dr. Arthur Schwartz, Character.org The Journal of Character & Leadership 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 ISSN 2372-9465 (print) Manuscripts may be submitted via Scholastica at https://jcli.scholasticahq.com/for-authors ISSN 2372-9481 (online) JCLD / TABLE OF CONTENTS FROM THE EDITOR Ethos 4 Douglas R. Lindsay, United States Air Force Academy FEATURE ARTICLES True Warrior Ethos – The Creed of Today’s American Warrior 11 Justin Stoddard, United States Air Force Academy Donnie Hodges, United States Air Force Academy David Huston, United States Air Force Academy Matthew Johnson, United States Air Force Academy Jarad Underwood, United States Air Force Academy David Durnil, United States Air Force Academy Harrel Morgan, United States Air Force Academy Warrior Ethos & Leadership Reflections 22 Senator Tammy Duckworth Developing the Warrior Ethos 24 Andrew Ledford, U.S. Naval Academy Celeste Raver Luning, U.S. Naval Academy The Courage Myth: Why You Don't have Courage, and Never Will 34 (And That's Okay) Kevin Basik, Basik Insight Lessons for Leadership Coaching in a Leader Development Intensive Environment 50 Todd Woodruff, U.S. Military Academy Russell Lemler, U.S. Military Academy Ryan Brown, Rice University Every Day is Game Day 66 Daniel Bolin, Air University Mark Verstegen, Founder of EXOS, Director of Performance for the NFL Reflections on the Intersection of Sports, Leadership, and the Warrior Ethos 75 Daniel Bolin, Air University The Importance of Human Capital Development 85 Brook Leonard, Chief of Staff, USSPACECOM, Brig Gen, USAF THE JOURNAL OF CHARACTER & LEADERSHIP DEVELOPMENT / WINTER 2021 Inclusion: The Power in Diversity 93 Christopher Miller, United States Air Force Academy Rethinking Warrior Ethos: Developing (Not Selecting) Leaders 101 Robert D. Reimer, United States Air Force Academy Maximillian Bremer, North American Aerospace Defense Command Hans Larsen, United States Air Force Academy Preparatory School Thinking Like a Round Table Leader: How Mental Complexity Enables Leaders to 116 Succeed in a Complex Environment Ryan Hill, U.S. Naval War College Contextualizing Military Insight Within Higher Education: Mitigating Social 131 Vulnerability & Maximizing Sustainability in the Time of COVID Anthony Andenoro, St. Thomas University Public Leadership with a Moral Purpose: A Phenomenological View 144 Chaveso L. Cook, Tufts University Melissa A. Shambach, University of Denver Greta Zukauskaite, Institute for Nonprofit Practice Emily A. Pate, Massachusetts Institute of Technology Dana H. Born, Harvard University The Essential Partnership: The Four Core Functions of Military Leadership 160 and the Core Values Alan Briding, United States Air Force Academy & Air University The Importance of Examining Our Perspective: Fostering Development 173 & Enhancing Effectiveness Justin Pendry, University of San Diego James Dobbs, Center for Creative Leadership Why Physical Training Must Hold a Prominent Place in the Future of 183 Training at the Air Force Academy William DiRubbio, C2C, United States Air Force Academy Talking and Listening to Build a Stronger Military: Cosmopolitan 190 Communication as an Essential Skill of Military Leader Development Jacqueline Whitt, U.S. Army War College Susan Steen, Air University BOOK REVIEWS A Review of Selected Works of James MacGregor Burns 205 Stephen Randolph A Review of “Mindset: the New Psychology of Success" 211 Steven Lipinski A Review of “Loonshots: How to Nurture the Crazy Ideas That Win Wars, 213 Cure Diseases, and Transform Industries” David Mays PROFILE IN LEADERSHIP Brigadier General David N.W. Grant and the Birth of the Flight Nurse 215 Amanda Hess 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. THE JOURNAL OF CHARACTER & LEADERSHIP DEVELOPMENT / WINTER 2021 FROM THE EDITOR Ethos Douglas R. Lindsay, Editor in Chief, JCLD What do you stand for? That is broad question that encompasses many thoughts and identities. It stems from notions such as who we are, who we chose to be, and what we value. While these can shift a bit as we learn, grow, and develop, it tends to be our center and our guide. From time to time, we encounter challenges to our stand or what we believe. Sometimes those challenges are foreseen, but often they are not. Our response to those challenges are influenced by many factors. I suggest that the greatest of these, however, is preparation. This involves choosing ahead of time how we will show up into a situation. While the circumstances, people, and challenges may be novel to the situation, we are not. What I mean by that is we choose how we show up into each and every situation. We control our emotions, actions, beliefs, and preparation. Depending on where you are at on your own developmental journey that can be great news as it implies control and focus. We are in control of our actions and even our reactions. If we look at every leadership situation, it at least consists of the leader, the follower, and the situation. Even in situations where we have no perceived control over the circumstances, and even though we may have not been able to influence those who are on the team, we still control 33% of the leadership dynamic directly—ourselves. That means that the worst influence we have on a situation, even complex ones, is 33%. That’s great news when dealing with the volatile, uncertain, complex, and ambiguous situations of today. The even better news is that, generally, we will have some influence over the situation (at least an understanding of the dynamics) and over the individuals/teams that we lead. The point here is that no matter the situation we find ourselves in as a leader, we fully own ourselves, how we show up, and our subsequent reactions. Effective leader developers know that this is important. It is the constant with which we have to work. When executive coaches work with leaders, the frame of reference that they use is the individual. When teachers work with students, effective teachers start with where the student is at. This individual focus is important because it 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. EDITORIAL is the most important point of leverage for individual to get them through and even succeed. However, for development. The starting point is who we are. all individuals, and especially leaders, we come to a Who are we as a person? This is often referred to as point where these things must be considered. We all ethos. Put simply, ethos (Merriam-Webster, n.d.) is get challenged, pushed, and stretched at some point. If our distinguishing character, our moral nature, the we don’t know who we are and what we stand for, our guiding beliefs we have as a person. It isn’t the skills ethos if you will, then we are on a shaky foundation and that we have; it is the person that we are.
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