You Know? Colin, from the Bronx!

You Know? Colin, from the Bronx!

A review by Barnes & Noble editors of Colin Powell’s Leadership Primer states, “Whether encouraging people to "dis-organize" accepted procedures, insisting on accountability throughout all levels of an organization, or never failing to pay attention to the details, Powell emerges from this book as a leader who invests whatever he does with a deeply personal sense of integrity”(Barnes & Noble, 1997-2007). Many organizational trends enter and exit the corporate runway as trendy business initiatives turn out to be just another corporate fad. Currently, many business environments are adopting the Google philosophy where recreational areas, buffet-style caffeine and free time are flooded into the corporate ecosystem. In the1980’s, military type leadership was prevalent and, although blind obedience is out of fashion, an expectation of honor and integrity still permeate today’s corporate environment. Integrity is moral soundness or as Petrick states, “The balanced and inclusive use of key ethics theories… in the analysis and resolution of individual and/or collective ethical issues that demonstrate the moral soundness of leadership judgment” (Petrick, 2007). The Leadership Primer outlines the key factors in leadership judgment that are critical to building successful organizations.

Powell asserts, “Don’t be afraid to challenge the pros even in their own backyard”(Harari, 2003). Categorized as provocateur leadership, leaders should question and inspire evolution or change. A career Army man, Colin Powell was accustomed to the authoritarian style of traditional military leadership. Noted in Army Leadership, “Army culture is a consequence of customs, traditions, ideals, ethos, values, and norms of conduct that have existed for more than 230 years” (Department of the Army, 2007, p. 5). Since organizations take on the traits of the leaders, the Army reflected specialized groups or individuals with power; acting without understanding the mission; unthinking obedience; dictating and following of orders; exploitation of large groups of people; and command/control directives. Without “good leadership [to] encourage…evolution,” a comical fantasy of the Army would omit technology, equal opportunity and globalization. However, a more realistic interpretation illustrates that the Army reared hoards of yes-men rather than leaders.

The Army recognizes negative consequences to upholding archaic leadership definitions. For the contemporary operating environment, the Army’s revised the definition of leadership stating that “The Army defines leadership as influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization” (Department of the Army, p. 5). Just as the Army embraced leadership change, businesses faced with similar stagnation should instigate challenges to spawn an evolving vision.

The next principle outlined in the Leadership Primer critical to building a successful organization states, “Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.” (Harari, 2003). Human capital is “an approach to people management that treats it as a high-level strategic issue and seeks systematically to analyze, measure and evaluate how people policies and practices create value” (Whitaker, 2007, p. 59). Since the Army is an all-volunteer force organization, Powell recognizes that leaders must create organizational cultures and retention goals to retain and reward top performers, leaders and creativity. Successful organizations recognize the economic value of human capital and can develop human capital metrics to predict the future performance of the organization.

People follow leaders, who mobilize and inspire workers to contribute ideas and uphold good organizational citizen behaviors. The process of building a successful organization “… begins with leadership; that is, leaders must create and implement a