WEBVTT

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- Sir, what do you think the
best style of leadership is?

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- Well, you know that's,

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there is no best style.

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I'd say that the best style

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is that the leader must be authentic.

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They must be,

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leadership is highly individualized.

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A leader must be authentic.

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And we come at this, as Americans,

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we come at this at a very Westernized;

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it's culturally dependent.

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What are considered the
common traits of leadership

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in the U.S. Army, Western Militaries,

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the Marines and stuff like that,

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they work for people who've
come up under our culture.

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They may not be as, necessarily,

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as useful in some other armies.

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There're different leadership styles

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that are effective in, say,
the Republic of Korea Army

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or the Japanese Ground Self-Defense Force

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or the Russian Army or
something like that.

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So, um,

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again, I don't think that
there's any specific one style

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of leadership that works.

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The number one thing I'd say
is you have to be authentic.

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Are there some common traits?

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Absolutely.

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I think, uh, what
distinguishes great leaders

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from good leaders or just
average leaders are, um,

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they have to set an example.

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I mean, that's kind of common sense,

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you would think, but it's not absolute.

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It's not absolute.

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But they have to be able
to set a good example;

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a good personal example in their behaviors

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and their attitude and
those kind of things.

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I've found that people who
were good communicators,

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well-spoken, strong
writers tend to be better,

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tend to have better,
stronger leader qualities,

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but again, not an absolute.

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But they do tend to, when
you pair all these things,

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when you marry all these things together,

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I think they tend to be,

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more useful in building,
uh, better leaders.

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But again, I don't think
that there's any one thing;

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you know, I'll throw this out there.

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We hear the term
micromanagement for instance

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and everyone assumes, "Oh,
micromanagement is a bad thing,

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it's a bad thing, a bad thing."

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And in most cases, it is;

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absolutely it is, especially
in Mission Command Philosophy,

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Mission Command Doctrine that is inherent

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in the U.S. Army especially.

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But there are specific instances

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that you're gonna be micromanaged;

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at the, you know, at the Specialist level,

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at the Colonel level, at
the General Officer level.

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Depending on the specifics
of the instance and,

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you know, the gravity of the situation.

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And now, if it's you're
repeatedly being micromanaged,

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then, that's a problem obviously.

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There's a trust issue;

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there's probably a trust issue,

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but there are going to
be specific instances

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when you're gonna be micromanaged

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and that's not necessarily a bad thing,

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that is a leadership technique

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and it is appropriate to
use in specific times.

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So it's kind of become
this automatic pejorative,

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that "oh, I'm being micromanaged",

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well, there may be a good reason for it.