Strategic Leadership This paper will dis

Strategic leadership differs from operational leadership in several respects. Operational, or direct, leadership is primarily concerned with the employment of force in particular situations. Operational art flows from policy decisions and strategy formulated and articulated at the national and theater levels. Thus, the operational leadership need only be concerned with how to translate these policies and strategies into military action with the tools available. Strategic art, on the other hand, is concerned with the formulation, coordination, and application of objectives, courses of action, and supporting resources to promote and defend the national interests. Consequently, strategic leaders must embrace a larger vision than the operational leader; he or she must be able to visualize the beginning and end, the whole and the individual parts, as a single entity (Chilcoat, 1995, pp. 1-3).

Over the years, many academics and commentators have posited models for strategic and executive-level leadership. All of these models have been similar in constitution, emphasizing

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c and operational leaders. However, a strategic leader must also learn the skills of team building, consensus building, and negotiation. Team building is important to strategic leaders in the military because they are forced to operate without a detailed organizational chart, unlike operational or organizational leaders. Team building consists of selection, training, and support. Consensus building is alien to most military leaders because they are accustomed to having their orders obeyed. Strategic leaders, however, operate in a highly politicized environment where their primary purpose may be to collectively formulate policy recommendations. In this process, the third new skill, negotiation, is essential. Reaching consensus is dependent upon the negotiating skills of the leaders involved in the process. Finally, the author of this model suggests that probably the most important, but "unofficial" skill of a strategic leader is patience. This means that a strategic leader must have the patience of a person fully confident in his or her own personal abilities, those of his or her colleagues and subordinates, and in the purposeful prosecution of the mission. Thus, a strategic leader must not reveal inner turmoil, peevishne
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Approximate Pages = 7 (250 words per page)

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