Redesigning the Senior Leader Engagement Program of the United States Africa Command

AFRICOM conducts hundreds of senior leader engagements (SLEs) each year throughout the African continent in order to create strategic partnerships and military relationships that preserve American interests abroad. While AFRICOM has been planning and executing these engagements since the inception of the organization in 2008, it lacks a well-defined method to systemize its SLE process. As a result, SLE development is largely ad hoc, potentially decreasing the strategic effectiveness of the engagements and increasing their cost. This paper delineates a decision-making framework to redesign and enhance AFRICOM’s SLE program. In particular, it posits a multiple objective decision analysis model that quantifies key stakeholder values and develops several alternatives for future evaluation. Of note, potential solutions imagine a more expansive system where subsets of Senior Leaders (SLs) are assigned to clusters of African countries based on the SLs’ similarity to countries within each cluster, providing a basis for relationship ownership and mutual trust

Leadership = Communication? The relations of leaders' communication styles with leadership styles, knowledge sharing and leadership outcomes

Purpose: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. Methodology: A survey was conducted among 279 employees of a governmental organization. The following six main communication styles were operationalized: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Regression analyses were employed to test three main hypotheses. Findings: In line with expectations, the study showed that charismatic and human-oriented leadership are mainly communicative, while task-oriented leadership is significantly less communicative. The communication styles were strongly and differentially related to knowledge sharing behaviors, perceived leader performance, satisfaction with the leader, and subordinate's team commitment. Multiple regression analyses showed that the leadership styles mediated the relations between the communication styles and leadership outcomes. However, leader's preciseness explained variance in perceived leader performance and satisfaction with the leader above and beyond the leadership style variables. Implications: This study offers potentially invaluable input for leadership training programs by showing the importance of leader's supportiveness, assuredness, and preciseness when communicating with subordinates. Originality/value: Although one of the core elements of leadership is interpersonal communication, this study is one of the first to use a comprehensive communication styles instrument in the study of leadership. © 2009 The Author(s)