Exploring Inclusion of Leadership Development into New Employee Orientations: A Proposed Approach from Army Leader Development

Abstract

ABSTRACT Regardless of industry, organization leaders recognize the need for a strong leadership pipeline and a culture of sustained leader development, and the U.S. Army is no exception. Beginning in basic training, Army leaders offer soldiers leader development training through various methods, including defining leadership expectations, providing experience-based developmental exercises, and offering self-development opportunities. The early introduction is part of a continuous leader development regimen engrained in military service, and—as a result—military veterans are often credited by employers for their leadership skills. This paper, through exploring Army leader development, proposes a framework for introducing leadership development during new employee orientations based on U.S. Army strategies. Though the proposed framework offers three leader development strategies for inclusion in new employee orientation, barriers exist which may impede successful application, and are discussed. Additionally, the authors identify three propositions and propose future research opportunities for integrating Army leader development in new employee orientations.