Mike Young ‘14 (GSLC, PhD) has published The Evolution of U.S. Army Leadership Doctrine: A Brief Critique (Lulu Publishing, Morrisville, NC), offering a critical analysis of the Army’s leadership philosophy since 1946. In his book, Young examines the 14 iterations of Army leadership doctrine and argues that the institution has largely failed to integrate transformational and servant leadership theories. He attributes this gap to the transactional nature of the All-Volunteer Force and the Army’s traditionally conservative, authoritarian culture. Consequently, the Army has found it difficult to attract recruits from the latest generation of young adults who value participative and collaborative leadership practices.
Learn more about Young here and read his dissertation To Transform a Culture: The Rise and Fall of the U.S. Army Organizational Effectiveness Program, 1970–1985, here.
