Considering leadership and followership in a military deployment
Lieutenant Colonel Andrew Keeling, formerly commanding officer of 45 Commando Royal Marines, describes his experiences in Incident Command: Tales from the Hot Seat (Flin and Arbuthnot 2002).
Writing of his tour of duty in Northern Ireland, Keeling describes the following as being key to command during major incidents:
- to be very clear about the mission or the aim
- to issue very clear and simple instructions to subordinates
- to locate myself where I was best able to exercise effective command
- to delegate, and then allow subordinates to get on with their tasks unmolested
- to ensure excellent communications at all times, and to keep the chain of command well informed
- to be, and be seen to be amongst my men as they did their best to handle these dangerous and often very trying incidents
- to be supportive as possible to my people
Is this an example of transformational or transactional leadership?
What followership actions are needed to support this type of leader?
Flin, R., and Arbuthnot, K. (2002) Incident Command: Tales from the Hot Seat. Ashgate
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