Leadership--Decision Making Essay Example | Topics and Well Written Essays - 2000 words

Leadership--Decision Making - Essay Example Their effectiveness is impeded by what a number of scholars see as an avoidance of risk encouraged in the initial period of their profession. Moreover, military leaders usually fail to completely or appropriately recognize the global or diplomatic consequences of their decisions. Military leaders could have influential memories of pleasures, anxieties, failures, or triumphs that they experienced. In most instances, these emotions were beneficial to them. They have their own interests at risk in the decisions they make and the actions they take. If these judgments influence only them, their emotions will aid them in arriving at the appropriate solution. However, when their own interests go against their duties, their decision can be lopsided. Introduction The negative ramifications of taking risks or committing errors alongside lack of awareness about military and political circumstances usually results in wrong decisions. Incorrect decisions can imply strategic failure. Wrong decisio ns by military leaders are not only caused by risk aversion or fear of mistakes, but also by emotional factors. ... This paper will discuss how risk aversion and emotion negatively affect military leaders’ judgment or decision making process. Strategic Decision Making The mission of ambitious strategic military leader at present will be to gain the skill of integrating productively, maybe even combine, the function of strategic diplomatic decision maker with the function of strategic military decision maker (Flowers, 2004). According to Friedman, â€Å"connectivity is productivity†¦ connection enables, disconnection enables† (Granger, 2002, 38); strategic leaders should build settings of regional security by facilitating the formation of democratic mechanisms of the relationship between the military and civilians (Granger, 2002). Hence, as the bound between the military leader and the policymaker becomes more and more intricate, strategic leaders should concentrate on building matching capabilities and an awareness of both their independent and collective duties in the process o f making decisions (Taylor & Rosenbach, 2000) for national security. Risk Evaluation, Assumption, and Aversion Groups of US military leaders are burgeoning without being empowered and with inadequate knowledge of how to evaluate and afterwards be equipped to assume risks for the realization of a military goal (Flowers, 2004). Hence, there is a weakening of the important principle which strengthens every military unit, that is, the audacity to take risks. Risk is defined by FM 100-14 as â€Å"the probability and severity of a potential loss that may result from hazards due to the presence of an enemy, an adversary, or some other hazardous condition† (Granger, 2002, 38). Risk assessment, assumption, and aversion,