Leadership development in the military: bridging theory and practice

Keith Thomas

International Journal of Human Resources Development and Management, 2006, vol. 6, issue 2/3/4, 200-212

Abstract: This paper outlines a case study of leadership development in the Australian Defence Force Academy. The study examined the relative emphasis on leadership style in the educational mechanisms of curriculum, teaching practice and evaluation. The results suggest the predominant influence is from contextual aspects of the learning process, rather than curriculum based development. Reflecting this influence, there is a gap noted between espoused and in-use theory in educational process that flags an issue central to development directed at individual and organisational growth – the capacity to learn. The paper highlights this issue and a related structural tension in military educational processes that collectively suggests an endemic problem for professional development. Consequently, it is argued that traditional training approaches, which place an emphasis on replication or imitative learning, are unsuited to fostering the longer term individual and organisational development outcomes required by a significantly changed operational environment.

Keywords: leadership development; educational process; training; learning process; change; Australia; Australian Defence Force Academy; leadership style; military education; professional development; HRM; human resource management; learning capacity. (search for similar items in EconPapers)
Date: 2006
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