This study provides more complete deliberation of the current practices of leadership in the surveyed Armed Forces. This study aims to descriptively identify the degree of motivating military leadership, military environment, characteristics of military leaders and military leadership benefits in the selected army. The research method conducted was based on survey of 200 respondents in Armed Forces of Bosnia and Herzegovina and descriptive analyses of the survey data. According to the results, it can be concluded that the results of descriptive analysis could provide a high agreement level of respondents for the questions asked. The study has provided expected results in general. The responses are accumulated generally with high positive agreement on the military leadership benefits and characteristics of military leaders. According to the results, there identified a positive motivating military leadership. Furthermore, military environment is found to be positive. It is also observed that military environment and the missions are simple, and the environment includes regular activities. Since the military environment is full of routine works, this result is quite expected. By considering the results, there is a task, team and organization oriented leadership and shared leadership.
Dawson, M., Burrell, D. N., & Rahim, E. (2010). Deep Dive into Understanding the Theory of Military Organization, Military Leadership, Skill Transfer, Aspects of Program Management, and Decision Support Systems. International Handbook of Academic Research and Teaching, 33.
Dunn, M. (2007). British army leadership: is it gendered? Women in Management Review, 22(6), 468–481. doi:10.1108/09649420710778709
Fallesen, J. J., Keller-Glaze, H., & Curnow, C. K. (2011). A selective review of leadership studies in the U.S. Army. Military Psychology, 23(5), 462–478. doi:10.1080/08995605.2011.600181
Firing, K., Karlsdottir, R., & Laberg, J. C. (2009). Social influence in military leadership training. Leadership & Organization Development Journal, 30(8), 709–721. doi:10.1108/01437730911003885
Flasar, Z., Cech, P., & Peart, G. C. (2010). Leadership and Military Manager. Land Forces Academy Review, 15(1), 121.
George R. Mastroianni (2011). The Person-Situation Debate: Implications for Military Leadership and Civilian Military Relations. Journal of Military Ethics, pp.2-16
Gibson, S. G. (2005). Perceptions of U.S. military leadership: are all leaders created equally? Equal Opportunities International, 24(2), 1–18. doi:10.1108/02610150510787971
Hill, W. R. (2006). Personality and Faith in Military Leadership. Regent University.
Hodges, D. G. (2012, November). An Executive Position on Military Leadership. Wilmington University (Delaware). Retrieved from http://gradworks.umi.com/35/41/3541894.html
Keithly, D. M., & Tritten, J. J. (1997). A Charismatic Dimension of Military Leadership? Political and Military Sociology, 25(1), 131.
Laurence, J. H. (2011). Military Leadership and the Complexity of Combat and Culture. Military Psychology, 23, 489–501. doi:10.1080/08995605.2011.600143
Layne, L. L. (2008). Military Leadership: Encouraging Enlisted Personnel to Participate in Continuing Education. ProQuest.
Lindsay, D. R., Day, D. V., & Halpin, S. M. (2011). Shared leadership in the military: Reality, possibility, or pipedream? Military Psychology, 23(5), 528–549. doi:10.1080/08995605.2011.600150
Looney, J., Robinson Kurpius, S. E., & Lucart, L. (2004). Military Leadership Evaluations: Effects of Evaluator Sex, Leader Sex, and Gender Role Attitudes. Consulting Psychology Journal: Practice and Research, 56(2), 104–118. doi:10.1037/1061-4087.56.2.104
Morrison, E. M. (2002). Military Leadership Efficiency: Measuring Perceptions of Leadership Efficiency in the Ranks. University of Oklahoma.
Paunonen, S. V., Lönnqvist, J.-E., Verkasalo, M., Leikas, S., & Nissinen, V. (2006). Narcissism and emergent leadership in military cadets. The Leadership Quarterly, 17(5), 475–486. doi:10.1016/j.leaqua.2006.06.003
Randall, E. W. (2006). Military leadership: the effect of leader behavior on soldier retention in the Army National Guard.
Roberts, C. R. (2008). Army Leadership and Human Resource Processes to Attract, Retain, Reward, and Develop a Civilian Workforce. ProQuest.
Salley, R. M. (2008, October). Army leadership styles: Leadership style-to-Army branch fit. Pepperdine University. Retrieved from http://gradworks.umi.com/33/20/3320116.html
Schloesser, R. P. (2003). Officer Trust in Army Leadership. University of Oklahoma.
Shamir, B., & Ben-Ari, E. (2000). Challenges of Military Leadership in Changing Armies. Political and Military Sociology, 28(1), 43.
Ulmer, W. F. (1997). Inside View: A Leader’s Observations on Leadership. Center for Creative Leadership, PO Box 26300, Greensboro, NC 27438-6300 (CCL No. 176). Book, pg. 27-28. Retrieved from http://www.eric.ed.gov/ERICWebPortal/detail?accno=ED407720
Utecht, R. E. (1970). An empirical study of military leadership success using Fiedler’s contingency theory. University Microfilms. Retrieved from http://ci.nii.ac.jp/ncid/BB07183103
Utecht, R. E., & Heier, W. D. (1976). The Contingency Model and Successful Military Leadership. Academy of Management Journal, 19(4), 606–618. doi:10.2307/255794
Whelan, W. J. (1981). Senior Military Leadership and Post Military Careers. United States International University, San Diego Campus.
Wong, L., Bliese, P., & McGurk, D. (2003). Military Leadership: A Context Specific Review. US Army Research. Retrieved from http://digitalcommons.unl.edu/usarmyresearch/16
Copyright: © 2013 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode