Center for Leadership and Change Management, University of Pennsylvania, Wharton School, Philadelphia, USA.
Harv Bus Rev. 2010 Nov;88(11):86-90, 149.
The armed services have been in the business of leadership development much longer than the corporate world has. Today's military leaders need tools and techniques to face a fast-changing and unpredictable type of enemy--so the armed services train their officers in ways that build a culture of readiness and commitment. Business leaders need to foster an adaptive culture to survive and succeed, given that they, too, face unprecedented uncertainty--and new types of competitors. Michael Useem and his colleagues at the Wharton School incorporate exposure to military leadership into MBA and executive MBA programs. Highlights include direct contact in the classroom with leaders in the U.S. Army, the U.S. Marine Corps, and the Department of Defense, along with field-training exercises and battlefield visits. The programs are designed to help students connect viscerally to essential leadership lessons. Four are featured in the article: Meet the troops. Creating a personal link is crucial to leading people in challenging times. Make decisions. Making good and timely calls is the crux of leadership. Mission first. Focus on common purpose and eschew personal gain. Convey strategic intent. Make the objectives clear, but give people the freedom to execute on them in their own way.
武装部队从事领导力发展的时间比企业界要长得多。今天的军事领导人需要工具和技术来应对快速变化和不可预测的敌人——因此，武装部队以培养战备和承诺文化的方式培训军官。商业领袖需要培养适应文化才能生存和成功，因为他们也面临着前所未有的不确定性——以及新型竞争对手。迈克尔·尤西姆（Michael Useem）及其沃顿商学院（Wharton School）的同事将军事领导力培训纳入 MBA 和高管 MBA 课程中。其中的亮点包括与美国陆军、美国海军陆战队和国防部的领导人在课堂上进行直接接触，以及实地培训和战场参观。这些课程旨在帮助学生从直观上了解重要的领导力课程。本文介绍了其中四个：与部队见面。在困难时期，与人们建立个人联系至关重要。做出决策。做出正确和及时的决策是领导力的核心。第一任务。专注于共同目标，避免个人利益。传达战略意图。明确目标，但要让人们有自由以自己的方式执行。
