Influence Techniques Continued-Army Leadership

7-14. Apprising happens when the leader explains why a request will benefit a follower, such as giving
them greater satisfaction in their work or performing a task a certain way that will save half the time. In contrast to the exchange technique, the benefits are out of the control of the leader. A commander may use the apprising technique to inform a newly assigned noncommissioned officer that serving in an operational staff position, prior to serving as a platoon sergeant, could provide him with invaluable experience. The commander points out that the additional knowledge may help the NCO achieve higher performance than his peers and possibly lead to an accelerated promotion to first sergeant.

7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.

7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after senior leaders have moved on. 

7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.

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How to Influence Others US Army Style

7-14. Apprising happens when the leader explains why a request will benefit a follower, such as giving them greater satisfaction in their work or performing a task a certain way that will save half the time. In contrast to the exchange technique, the benefits are out of the control of the leader. A commander may use the apprising technique to inform a newly assigned noncommissioned officer that serving in an operational staff position, prior to serving as a platoon sergeant, could provide him with invaluable experience. The
commander points out that the additional knowledge may help the NCO achieve higher performance than
his peers and possibly lead to an accelerated promotion to first sergeant.

7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.

7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after
senior leaders have moved on.

7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.

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Influence Techniques US Army Leadership Continued

7-10. Exchange is an influence technique that leaders use when they make an offer to provide some
desired item or action in trade for compliance with a request. The exchange technique requires that the
leaders control certain resources or rewards that are valued by those being influenced. A four-day pass as reward for excelling during a maintenance inspection is an example of an exchange influence technique.

7-11. Personal appeals occur when the leader asks the follower to comply with a request based on
friendship or loyalty. This might often be useful in a difficult situation when mutual trust is the key to
success. The leader appeals to the follower by highlighting the subordinate leader’s special talents and
professional trust to strengthen him prior to taking on a tough mission. An S3 might ask a staff officer to brief at an important commander’s conference if the S3 knows the staff officer will do the best job and convey the commander’s intent.

7-12. Collaboration occurs when the leader cooperates in providing assistance or resources to carry out a directive or request. The leader makes the choice more attractive by being prepared to step in and resolve any problems. A major planning effort prior to a deployment for humanitarian assistance would require possible collaboration with joint, interagency, or multinational agencies.

7-13. Rational persuasion requires the leader to provide evidence, logical arguments, or explanations
showing how a request is relevant to the goal. This is often the first approach to gaining compliance or commitment from followers and is likely to be effective if the leader is recognized as an expert in the specialty area in which the influence occurs. Leaders often draw from their own experience to give reasons that some task can be readily accomplished because the leader has tried it and done it.

Influence Techniques Continued-US Army Leadership

7-10. Exchange is an influence technique that leaders use when they make an offer to provide some desired item or action in trade for compliance with a request. The exchange technique requires that the leaders control certain resources or rewards that are valued by those being influenced. A four-day pass as reward for excelling during a maintenance inspection is an example of an exchange influence technique.

7-11. Personal appeals occur when the leader asks the follower to comply with a request based on friendship or loyalty. This might often be useful in a difficult situation when mutual trust is the key to success. The leader appeals to the follower by highlighting the subordinate leader’s special talents and professional trust to strengthen him prior to taking on a tough mission. An S3 might ask a staff officer to
brief at an important commander’s conference if the S3 knows the staff officer will do the best job and convey the commander’s intent.

7-12. Collaboration occurs when the leader cooperates in providing assistance or resources to carry out a directive or request. The leader makes the choice more attractive by being prepared to step in and resolve any problems. A major planning effort prior to a deployment for humanitarian assistance would require possible collaboration with joint, interagency, or multinational agencies.

7-13. Rational persuasion requires the leader to provide evidence, logical arguments, or explanations showing how a request is relevant to the goal. This is often the first approach to gaining compliance or commitment from followers and is likely to be effective if the leader is recognized as an expert in the specialty area in which the influence occurs. Leaders often draw from their own experience to give reasons that some task can be readily accomplished because the leader has tried it and done it.



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Influence Techniques-U.S. Army Leadership

Influence Techniques

7-7. Leaders use several specific techniques for influence that fall along a continuum between compliance and commitment. The ten techniques described below seek different degrees of compliance or commitment  ranging from pressure at the compliance end to relations building at the commitment end.

7-8. Pressure is applied when leaders use explicit demands to achieve compliance, such as establishing
task completion deadlines with negative consequences imposed for unmet completion. Indirect pressure includes persistent reminders of the request and frequent checking. This technique should be used infrequently since it tends to trigger resentment from followers, especially if the leader-exerted pressure becomes too severe. When followers perceive that pressures are not mission related but originate from their leader’s attempt to please superiors for personal recognition, resentment can quickly undermine an organization’s morale, cohesion, and quality of performance. Pressure is a good choice when the stakes are high, time is short, and previous attempts at achieving commitment have not been successful.

7-9. Legitimate requests occur when leaders refer to their source of authority to establish the basis for a
request. In the military, certain jobs must be done regardless of circumstances when subordinate leaders
receive legitimate orders from higher headquarters. Reference to one’s position suggests to those who are
being influenced that there is the potential for official action if the request is not completed.

Army Leadership Compliance and Commitment

LEADS OTHERS
7-3. Former Army Chief of Staff Creighton W. Abrams once said,

The Army is people; its readiness to fight depends upon the readiness of its people,
individually and as units. We improve our readiness and foster a ready state of mind by
training, motivating and supporting our people, and by giving them a sense of
participation in the Army’s important endeavors.

7-4. All of the Army’s core leader competencies, especially leading others, involve influence. Army leaders can draw on a variety of techniques to influence others. These range from obtaining compliance to building a commitment to achieve. Compliance is the act of conforming to a specific requirement or demand. Commitment is willing dedication or allegiance to a cause or organization. Resistance is the opposite of compliance and commitment. There are many techniques for influencing others to comply or commit, and leaders can use one or more of them to fit to the specifics of any situation.

COMPLIANCE AND COMMITMENT
7-5. Compliance-focused influence is based primarily on the leader’s authority. Giving a direct order to a follower is one approach to obtain compliance during a task. Compliance is appropriate for short-term, immediate requirements and for situations where little risk can be tolerated. Compliance techniques are also appropriate for leaders to use with others who are relatively unfamiliar with their tasks or unwilling or
unable to commit fully to the request. If something needs to be done with little time for delay, and there is not a great need for a subordinate to understand why the request is made, then compliance is an acceptable approach. Compliance-focused influence is not particularly effective when a leader’s greatest aim is to create initiative and high esteem within the team.

7-6. Commitment-focused influence generally produces longer lasting and broader effects. Whereas compliance only changes a follower’s behavior, commitment reaches deeper—changing attitudes and beliefs, as well as behavior. For example, when a leader builds responsibility among followers, they will likely demonstrate more initiative, personal involvement, and creativity. Commitment grows from an individual’s desire to gain a sense of control and develop self-worth by contributing to the organization.
Depending on the objective of the influence, leaders can strengthen commitment by reinforcing followers’
identification with the Nation (loyalty), the Army (professionalism), the unit or organization (selfless
service), the leadership in a unit (respect), and to the job (duty).

Competencies of Leadership-From Army Leadership FM 6-22

7-1. Army leaders apply character, presence, intellect, and abilities to the core leader competencies while guiding others toward a common goal and mission accomplishment. Direct leaders influence others person-to-person, such as a team leader who instructs, recognizes achievement, and encourages hard work.

Organizational and strategic leaders influence those in their sphere of influence, including immediate
subordinates and staffs, but often guide their organizations using indirect means of influence. At the direct level, a platoon leader knows what a battalion commander wants done, not because the lieutenant was briefed personally, but because the lieutenant understands the commander’s intent two levels up. The intent creates a critical link between the organizational and direct leadership levels. At all levels, leaders take advantage of formal and informal processes (see Chapter 3) to extend influence beyond the traditional chain of command.

7-2. The leading category of the core leader competencies includes four competencies. Two competencies focus on who is being led and with what degree of authority and influence: leads others and extends influence beyond the chain of command. The other leading competencies address two ways by which leaders to convey influence: leads by example and communicates.

Leads others involves influencing Soldiers or Army civilians in the leader’s unit or organization. This competency has a number of components including setting clear direction,
enforcing standards, and balancing the care of followers against mission requirements so they are a productive resource. Leading within an established chain of command with rules, procedures, and norms differs from leading outside an established organization or across commands.

Extends influence beyond the chain of command requires the ability to operate in an environment, encompassing higher and lower command structures, and using one’s influence outside the traditional chain of command. This includes connecting with joint, allied, and multinational partners, as well as local nationals, and civilian-led governmental or nongovernmental agencies. In this area, leaders often must operate without designated authority
or while their authority is not recognized by others.

Leads by example is essential to leading effectively over the course of time. Whether they intend to or not, leaders provide an example that others consider and use in what they do. This competency reminds every leader to serve as a role model. What leaders do should be grounded in the Army Values and imbued with the Warrior Ethos.

Communicates ensures that leaders attain a clear understanding of what needs to be done and why within their organization. This competency deals with maintaining clear focus on the team’s efforts to achieve goals and tasks for mission accomplishment. It helps build consensus and is a critical tool for successful operations in diverse multinational settings. Successful leaders refine their communicating abilities by developing advanced oral, written, and listening
skills. Commanders use clear and concise mission orders and other standard forms of communication to convey their decisions to subordinates.

M249, Drill and Ceremonies

The M249 is carried at Sling Arms in the same manner as the M16. All individual drill movements (as applicable) are executed while at Sling Arms. When At Ease or Rest is
commanded (from Parade Rest), the Soldier unslings the weapon and places the butt of the weapon on the marching surface beside his right foot. The only manual of arms movements that may be executed are Present Arms (Present Arms at Sling Arms), Unsling Arms, Inspection Arms, and Ready Port Arms. (Inspection Arms and Ready Port Arms may only be executed from the Order Arms position.) During all other manual of arms movements, the Soldier remains at Sling Arms.

a. Inspection Arms with the M249. The command for this movement is Inspection, ARMS.

b. On the command of execution ARMS, execute Port Arms from Order Arms in two counts. On count three, grasp the pistol grip with the right hand and reach under the weapon
with the left hand and grasp the cocking handle (the back of the hand faces toward the muzzle). On count four, sharply push the cocking handle rearward so that the bolt is locked
to the rear. On count five, sharply return the cocking handle to its original position. On count six, bring the left hand between the body and weapon, unlock the feed tray cover (with the thumb and forefinger), and raise the feed tray cover. On count seven, grasp the feed tray with the left hand, open the feed tray and feed tray cover as far as possible, and observe the chamber. On count eight, regrasp the handguard with the left hand and the comb of the stock with the right hand, and come to Inspection Arms (Figure E-2).

c. Ready, Port ARMS is the only command that is given from Inspection Arms. On the command Ready, grasp the pistol grip with the right hand and the feed tray cover with the
left hand and close the feed tray cover. On the command Port, grasp the cocking handle with the left hand and sharply push the cocking handle to its most rearward position. On the command ARMS, pull the trigger with the right forefinger and ride the bolt forward with the left hand, then return to the Port Arms position (Figure E-2).

Figure E-2

4-4. HAND SALUTE

The Hand Salute is a one-count movement. The command is Present, ARMS. The Hand Salute may be executed while marching. When marching, only the Soldier in charge of the 
formation salutes and acknowledges salutes. When double-timing, an individual Soldier must come to Quick Time before saluting. 

a. When wearing headgear with a visor (with or without glasses), on the command of execution ARMS, raise the right hand sharply, fingers and thumb extended and joined, palm 
facing down, and place the tip of the right forefinger on the rim of the visor slightly to the right of the right eye. The outer edge of the hand is barely canted downward so that neither 
the back of the hand nor the palm is clearly visible from the front. The hand and wrist are straight, the elbow inclined slightly forward, and the upper arm horizontal. 

b. When wearing headgear without a visor (or uncovered) and not wearing glasses, execute the Hand Salute in the same manner as previously described, except touch the tip of 
the right forefinger to the forehead near and slightly to the right of the right eyebrow.

c. When wearing headgear without a visor (or uncovered) and wearing glasses, execute the Hand Salute in the same manner as previously described, except touch the tip of the right forefinger to that point on the glasses where the temple piece of the frame meets the right edge of the right brow. 

d. Order Arms from the Hand Salute is a one-count movement. The command is Order, ARMS. On the command of execution ARMS, return the hand sharply to the side, resuming the Position of Attention. 

e. When reporting or rendering courtesy to an individual, turn the head and eyes toward the person addressed and simultaneously salute. In this situation, the actions are executed without command. The Salute is initiated by the subordinate at the appropriate time (six paces) and terminated upon acknowledgment. 

DEVELOPING AND EXECUTING PLANS

DEVELOPING AND EXECUTING PLANS
A plan is a proposal for executing a command decision or project. Planning is the means by which the leader or commander envisions a desired outcome and lays out effective ways of achieving it. In the plan, the leader communicates his vision, intent and decisions and focuses his subordinates on the results he expects to achieve.--
FM 3-0

In daily peacetime or combat training and operations, a leader’s primary responsibility is to help the organization function effectively. The unit must accomplish the mission despite any surrounding chaos. This all begins with a well thought out plan and thorough preparation.

PLANNING
Leaders use planning to ensure that an approach for reaching goals will be practical. Planning reduces confusion, builds subordinates’ confidence in themselves and their organization, and allows flexibility to adjust to changing situations. Good planning boosts shared understanding and ensures that a mission is accomplished with a minimum of wasted effort and fewer casualties in combat. FM 6-0
discusses the different types of plans in more detail.

TEAM STRUCTURES

TEAM STRUCTURES

3-54. There are two leader team categories: horizontal and vertical. Horizontal leader teams can also be
either formal (headquarters staffs, major commands) or informal (task forces, advisory boards). Vertical
leader teams can be both formal (commanders and subordinates) and informal (members of a career field or
functional area). Vertical leader teams often share a common background and function, such as intelligence
analysis or logistical support. Vertical and horizontal teams provide structure to organize team training.

3-55. Informal networks often arise both inside and outside formal organizations. Examples of informal
networks include people who share experiences with former coworkers or senior NCOs on an installation
who collaborate to solve a problem. Although leaders occupy positions of legitimate authority, teams are
formed to share information and lessons gained from experience. When groups like this form, they often
take on the same characteristics as formally designed organizations. As such, they develop norms unique to
their network membership and seek legitimacy through their actions.

3-56. Within the informal network, norms develop for acceptable and unacceptable influence. Studies have
shown that groups who do not develop norms of behavior lose their ties and group status.

3-57. The shared leadership process occurs when multiple leaders contribute combined knowledge and
individual authority to lead an organization toward a common goal or mission. Shared leadership involves
sharing authority and responsibility for decision making, planning, and executing.

3-58. Shared leadership is occurring more frequently at both organizational and strategic levels where
leaders of different ranks and positions come together to address specific challenges or missions where preestablished organizational lines of authority may not exist. One such example occurred before Operation
Iraqi Freedom when members of multiple components and Services had to work together to support the
logistics challenges that lay ahead.

TOOLS FOR ADAPTABILITY

TOOLS FOR ADAPTABILITY

10-48. Adaptability is an individual’s ability to recognize changes in the environment, identify the critical
elements of the new situation, and trigger changes accordingly to meet new requirements.
Adaptability is an effective change in behavior in response to an altered situation.

10-49. Adaptable leaders scan the environment, derive the key characteristics of the situation, and are
aware of what it will take to perform in the changed environment. Leaders must be particularly observant
for evidence that the environment has changed in unexpected ways. They recognize that they face highly
adaptive adversaries, and operate within dynamic, ever-changing environments. Sometimes what happens
in the same environment changes suddenly and unexpectedly from a calm, relatively safe operation to a
direct fire situation. Other times environments differ (from a combat deployment to a humanitarian one)
and adaptation is required for mind-sets and instincts to change.

10-50. Highly adaptable leaders are comfortable entering unfamiliar environments. They have the proper
frame of mind for operating under mission command orders in any organization (see FM 6-0). Successful
mission command results from subordinate leaders at all echelons exercising disciplined initiative within
the higher commander’s intent. All adaptable leaders can quickly assess the situation and determine the
skills needed to deal with it. If the skills they learned in the past are not sufficient for success in the new
environment, adaptable leaders seek to apply new or modified skills and applicable competencies.

Leader Responsibilities

Leader Responsibilities

The counseling process does not end with the initial counseling session. It continues throughout the implementation of the plan of action, consistent with the observed results. Sometimes, the initial plan of action will require modification to meet its goals. Leaders must consistently support their subordinates in implementing the plan of action by teaching, coaching, mentoring, or providing additional time, referrals, and other appropriate resources. Additional measures may include more focused follow-up counseling, informing the chain of command, and taking more severe corrective measures.

US Army Leader Defined

Army Leadership

1-1. An enduring expression for Army leadership has been BE-KNOW-DO. Army leadership begins with what the leader must BE—the values and attributes that shape character. It may be helpful to think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the leader.

1-2. Who is an Army leader? An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.

  1-3. Values and attributes are the same for all leaders, regardless of position, although refined through experience and assumption of positions of greater responsibility. For example, a sergeant major with combat experience may have a deeper understanding of selfless service and personal courage than a new Soldier.

 
1-4. The knowledge that leaders should use in leadership is what Soldiers and Army civilians KNOW. Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.

 1-5. While character and knowledge are necessary, by themselves they are not enough. Leaders cannot be effective until they apply what they know. What leaders DO, or leader actions, is directly related to the influence they have on others and what is done. As with knowledge, leaders will learn more about leadership as they serve in different positions.

Character and Ethics-Army Leadership

 4-62. Adhering to the principles that the Army Values embody is essential to upholding high ethical standards of behavior. Unethical behavior quickly destroys organizational morale and cohesion—it undermines the trust and confidence essential to teamwork and mission accomplishment. Consistently doing the right thing forges strong character in individuals and expands to create a culture of trust throughout the organization.

4-63. Ethics are concerned with how a person should behave. Values represent the beliefs that a person has. The seven Army Values represent a set of common beliefs that leaders are expected to uphold and reinforce by their actions. The translation from desirable ethics to internal values to actual behavior involves choices. 

4-64. Ethical conduct must reflect genuine values and beliefs. Soldiers and Army civilians adhere to the Army Values because they want to live ethically and profess the values because they know what is right. Adopting good values and making ethical choices are essential to produce leaders of character.

4-65. In combat, ethical choices are not always easy. The right thing may not only be unpopular, but dangerous as well. Complex and dangerous situations often reveal who is a leader of character and who is not.

Strategic Leaders

Strategic leaders develop subordinates through coaching, through providing policies and resources, and sharing the benefit of their perspective and experience (mentoring). To bridge the knowledge gap between organizational and strategic leaders, experienced strategic leaders can help newcomers by introducing important players and pointing out the critical places and activities. Strategic leaders become enablers as they underwrite the learning, efforts, projects, and ideas of rising leaders.

Through developing others, strategic leaders help build a team of leaders prepared to fill critical positions in the future.

ACCOMPLISHES MISSIONS CONSISTENTLY AND ETHICALLY

12-94. To be able to put strategic vision, concepts, and plans into reality, strategic leaders must employ reliable feedback systems to monitor progress and adherence to values and ethics. They have to find ways to assess many environmental elements to determine the successfulness of policies, operations, or a transformational vision. Like leaders at other levels, they must assess themselves; their leadership style, strengths, and weaknesses; and their fields of excellence. Other assessment efforts involve understanding the will and opinions of the American people, expressed partly through law, policy, their leaders, and the media.

12-95. To gain a complete picture, strategic leaders cast a wide net to assess their own organizations. They develop performance indicators to signal how well they are communicating to all levels of command and how well established systems and processes are balancing the imperatives of doctrine, organization, training, materiel, leadership and education, personnel, and facilities. Assessment starts early in each operation and continues through successful conclusion. They may include monitoring such diverse areas as resource use, development of subordinates, efficiency, effects of stress and fatigue, morale, ethical considerations, and mission accomplishment.

Negotiating, Building Consensus and Resolving Conflicts

11-10. Leaders often must leverage negotiating skills to obtain the cooperation and support necessary to
accomplish a mission beyond the traditional chain of command. During complex operations, different joint,
interagency, and multinational contingents might operate under specific restraints by their national or
organizational chains. This can result in important negotiations and conflict resolution versus a simpler
process of merely issuing binding orders.

11-11. Successful negotiating involves communicating a clear position on relevant issues and integrating
understanding of motives while conveying a willingness to bargain on other issues. This requires
recognizing what is acceptable to the negotiating parties and achieving a workable compromise. Good
negotiators visualize several possible end states while maintaining a clear idea of the optimal end state
from the parent command’s perspective.

MILITARY AND PROFESSIONAL BEARING

5-5. Pride in self starts with pride in appearance. Army leaders are expected to look and act like professionals. They must know how to wear the appropriate uniform or civilian attire and do so with pride.
Soldiers seen in public with their jackets unbuttoned and ties undone do not send a message of pride and
professionalism. Instead, they let down their unit and fellow Soldiers in the eyes of the American people.
Meeting prescribed height and weight standards is another integral part of the professional role. How
leaders carry themselves when displaying military courtesy and appearance sends a clear signal: I am proud
of my uniform, my unit, and my country.

5-6. Skillful use of professional bearing—fitness, courtesy, and proper military appearance—can also aid in overcoming difficult situations. A professional presents a decent appearance because it commands
respect. Professionals must be competent as well. They look good because they are good.

Competency-Based Leadership

For leadership to be effective in the operational environment, it is important to consider the impact of its dimensions on the members of the organization. Weather and terrain, combined with the day-night cycle, form the basis for all operations. This basic environment is influenced by technology, affecting the application of firepower, maneuver, protection and leadership. A combination of the psychological impact of mortal danger, weapons effects, difficult terrain, and the presence of enemy forces

can create chaos and confusion, turning simple tactical and operational plans into the most challenging endeavors.

Continuously building and refining values and attributes, as well as acquiring professional knowledge, is only part of becoming a competent leader. Leadership succeeds when the leader effectively acts and applies the core leader competencies and their subsets. As one moves from direct leadership positions to the organizational and strategic leader levels, those competencies take on different nuances and complexities.

As a direct leader, an example of leading would be providing mission intent. At the organizational level the leader might provide a vision and empower others, while at the strategic level the same leader would lead change and shape an entire institution for future success.