and Edited by MacIntyre Dr. Allister Dr. Jeff Stouffer Jeff Lieutenant-Colonel Strategic Leadership Development: International Perspectives Strategic Leadership Development: International Perspectives STRATEGIC LEADERSHIP DEVELOPMENT STRATEGIC LEADERSHIP DEVELOPMENT: INTERNATIONAL PERSPECTIVES Edited by: Lieutenant-Colonel Jeff Stouffer and Dr. Allister MacIntyre Copyright © 2007 Her Majesty the Queen, as represented by the Minister of National Defence. Canadian Defence Academy Press PO Box 17000 Stn Forces Kingston, Ontario K7K 7B4 Produced for the Canadian Defence Academy Press by 17 Wing Winnipeg Publishing Office. WPO30300 Cover Photo: Sergeant Frank Hudec for DGPA IS2004-2039a Library and Archives Canada Cataloguing in Publication Strategic leadership development : international perspectives / edited by Jeff Stouffer and Allister MacIntyre. Issued by Canadian Defence Academy. Includes bibliographical references and index. ISBN 978-0-662-46569-0 (bound) -- ISBN 978-0-662-46570-6 (pbk.) Cat. no.: D2-213/1-2007E (bound) -- Cat. no.: D2-213/2-2007E (pbk.) 1. Command of troops. 2. Command of troops--Study and teaching. 3. Leadership. I. MacIntyre, Allister T. (Allister Tompkins), 1954- II. Stouffer, Jeffrey M., 1962- III. Canadian Forces Leadership Institute IV. Canadian Defence Academy. UB210.S72 2007 355.3'3041 C2007-980190-0 Printed in Canada. 1 3 5 7 9 10 8 6 4 2 TABLE OF CONTENTS Foreword . .i Introduction . .v Chapter 1 . .1 Strategic Leadership in an Era of Complexity and Uncertainty Dr. James Warn Chapter 2 . .21 A Professional Development Framework to Address Strategic Leadership in the Canadian Forces Dr. Robert W. Walker Chapter 3 . .67 Leadership in the Dutch Armed Forces A.L.W. Vogelaar, Lieutenant-Colonel C.E. van den Berg and Lieutenant-Colonel S.A.R. Riedstra Chapter 4 . .85 Professional Development for Senior New Zealand Defence Force Officers Colonel David Russell and Squadron Leader Murray Simons Chapter 5 . .111 Nature, Nurture, and Leadership Culture or “It’s the Backswing Stupid” Dr. Nick Jans Chapter 6 . .153 Strategic Perspectives on Military Ethics Education in the Australian Defence Force Jamie Cullens Contributors . .183 Glossary . .187 Index . .189 FOREWORD i F O R E W O R D I am pleased to introduce Strategic Leadership Development: International Perspectives. This book, being published by the Canadian Forces Defence Academy (CDA) Press, is of special significance in that it follows on the success of In Pursuit of Excellence: International Perspectives of Military Leadership, a product of the International Military Leadership Association (IMLA). Current membership of the IMLA includes the lead- ership centres/institutes of Australia, Canada, England, South Korea, the Netherlands, New Zealand, Singapore, and the United States. This association was formed in November of 2005 to provide a venue to discuss and share military-specific leadership knowledge, contribute to leadership doctrine development, and, as well, explore opportunities for collabo- rative research. While these books represent a tangible out- put for the IMLA team, the informal sharing of information has enhanced the ability of the contributing nations to “fast- track” their leadership development programs. In this sense, knowledge of lessons learned and best practice identification reported by the IMLA membership have proved invaluable. This book, like its predecessor, serves to recognize the grow- ing desire of the contributing nations to better understand well-established leadership tenets as well as the “subtleties” associated with this construct. While In Pursuit of Excellence: International Perspectives of Military Leadership focused on the premises of leadership theory in four different militaries, as well as the antecedents that led to the creation of military leadership institutes, this book opens the door to discussions regarding the philosophy and processes incorporated by sev- eral IMLA member nations, through which effective senior leadership can be developed. I expect that the reader will find the insights and experiences of the four contributing nations to be of interest and that the issues and opinions expressed in this book represent continuing STRATEGIC LEADERSHIP DEVELOPMENT: INTERNATIONAL PERSPECTIVES ii FOREWORD and future challenges for our respective organizations. Readers will find a degree of consistency in the challenges, experiences, and intent of our international partners in the arena of strategic leadership development. The approaches used by the nations represented in this book do vary some- what, mainly as a consequence of force size, available resources, and nation-specific realities and goals. Nevertheless, the undeniable message that leadership devel- opment is crucial and requires serious and immediate atten- tion resonates throughout. As such, this book permits an examination of divergent international methodologies and approaches for strategic leader development. As envisioned, the work of the IMLA has received increased international attention. The IMLA website, “word of mouth”, and the results-orientated philosophy of this association have garnered the interest of other military leadership institutes as well as the academic communities. As a result, the IMLA membership has grown in both size and enthusiasm. In fact, a charter was recently developed to address and outline some general parameters of conduct and management of the IMLA. Strategic Leadership Development: International Perspectives confirms the continued commitment of the IMLA communi- ty in the pursuit of leadership knowledge and recognizes the growing desire and willingness to work collaboratively to bet- ter understand this obvious but at times elusive construct – leadership. As such, this book acknowledges the value in continued international dialogue, information sharing, and collaboration. Given this demand and the interest these vol- umes have generated, it is expected that additional publica- tions will follow. In closing, I would also like to express my appreciation to the contributors of this book for their efforts and insights. Professional senior leadership development demands our attention, research, and due diligence to ensure that the lead- ers of today and the future have the requisite training and experience to effectively meet current and anticipated chal- lenges. This effort, like the inaugural publication, represents STRATEGIC LEADERSHIP DEVELOPMENT: INTERNATIONAL PERSPECTIVES FOREWORD iii an excellent example of the power and value of cooperation. Should you wish to discuss issues presented in this book or related areas of interest, please contact the Canadian Forces Leadership Institute at the Canadian Defence Academy or the International Military Leadership Association. Major-General P. R. Hussey Commander Canadian Defence Academy STRATEGIC LEADERSHIP DEVELOPMENT: INTERNATIONAL PERSPECTIVES INTRODUCTION v INTRODUCTION Few topics have evoked as much consideration, emotion, thought, debate, and subsequent research attention as has leadership. While the leadership construct remains somewhat elusive, this in no way underscores the undeniable empirical links between effective leadership and a myriad of desired organizational outcomes or goals such as increased production, job satisfaction, cohesion, morale, organizational citizenship behaviours, willingness to participate in professional develop- ment, retention, organizational commitment, trust, reduced cynicism, and reduced workplace counter-productive behav- iours. Without doubt, leadership is an essential, if not the key, ingredient of organizational success. In fact, case studies fre- quently attribute organizational success to the actions of senior leadership. However, conversely, senior leaders also serve as the primary target of blame and “scorn” when organizations stumble or planned efforts fall “off the rails”. The leadership literature, however, can leave one with the impression that all an organization has to do to increase team or organizational performance is to hire the “right” or all “inspiring” person. That charismatic, inspiring person will bring the organization out of the darkness and put it on the path to success. Unfortunately, this speaks little of the need for the continued identification of the shifting requisite knowl- edge, skills, abilities, and capacities required of future leaders. It also speaks little of the need for exposure to the innumerable tangible and intangible experiences necessary to acquire the essential competencies that future senior leaders will need. Equally important, it speaks even less of the need for organiza- tions to develop a comprehensive strategy to develop leaders. As such, organizations may minimize or ignore the require- ment to create a sound strategy to develop senior leaders. Of added concern is the tendency for organizations to assume that leader development is completed at the junior levels and STRATEGIC LEADERSHIP DEVELOPMENT: INTERNATIONAL PERSPECTIVES vi INTRODUCTION that personnel have received the necessary training and work- related experiences required to effectively lead at the more senior levels. All too often, however, this assumption is false. In fact, the leadership skills required at the more junior lev- els may have limited relevance and/or applicability as one advances within an organization to more senior leadership positions. For example, the application of “time-proven” com- petencies that had previously defined successful leadership at junior levels may run contrary or serve to