Introduction
In the movie Twelve O’clock High, Brigadier General (BG) Savage’s fluid leadership was necessary to continuously assess the 918th Bomber Group, build the organization, and then develop its future leaders. BG Savage was placed in command of the 918th after General (GEN) Pritchard, the Wing Commander, relieved Colonel (COL) Davenport for ineffective leadership. BG Savage immediately and continuously assessed the organization. He used a Leader-Member Exchange (LMX) model of leadership to differentiate between effective and ineffective performers. As the reality of the 918th became clear, BG Savage’s Authentic Leadership began to show and his men recognized it. Further assessment revealed the need to develop future leaders …show more content…
Tichy says that “winning leaders are willing to make tough decisions, and they encourage and reward others who do the same,” (l. 2232). BG Savage’s aggressive moves are initially unpopular with the pilots and they all requested a transfer from the unit. The Inspector General is informed of the situation and planned a visit to take statements from the pilots. Prior to the visit, the 918th conducted an effective daylight combat bombing run and morale immediately improved. LT Bishop, a Medal of Honor awardee and unofficial leader of the pilots, withdrew his transfer request and everyone else followed suit. Northouse identifies self-awareness, internalized moral perspective, balanced processing, and relational transparency as components of an Authentic Leader (p.202). While Savage has a rough exterior, he was clearly driven by an internal moral compass and completely transparent in his communication. BG Savage’s actions demonstrated to LT Bishop that he understood the 918th’s purpose, his trustworthiness, values, and passion for the organization. By Bill George’s definition, BG Savage is an Authentic Leader (Northouse, p.197). It’s his Authentic Leadership that helps him win the trust and respect of all of the 918th
In the movie Twelve O’clock High, Brigadier General (BG) Savage’s fluid leadership was necessary to continuously assess the 918th Bomber Group, build the organization, and then develop its future leaders. BG Savage was placed in command of the 918th after General (GEN) Pritchard, the Wing Commander, relieved Colonel (COL) Davenport for ineffective leadership. BG Savage immediately and continuously assessed the organization. He used a Leader-Member Exchange (LMX) model of leadership to differentiate between effective and ineffective performers. As the reality of the 918th became clear, BG Savage’s Authentic Leadership began to show and his men recognized it. Further assessment revealed the need to develop future leaders …show more content…
Tichy says that “winning leaders are willing to make tough decisions, and they encourage and reward others who do the same,” (l. 2232). BG Savage’s aggressive moves are initially unpopular with the pilots and they all requested a transfer from the unit. The Inspector General is informed of the situation and planned a visit to take statements from the pilots. Prior to the visit, the 918th conducted an effective daylight combat bombing run and morale immediately improved. LT Bishop, a Medal of Honor awardee and unofficial leader of the pilots, withdrew his transfer request and everyone else followed suit. Northouse identifies self-awareness, internalized moral perspective, balanced processing, and relational transparency as components of an Authentic Leader (p.202). While Savage has a rough exterior, he was clearly driven by an internal moral compass and completely transparent in his communication. BG Savage’s actions demonstrated to LT Bishop that he understood the 918th’s purpose, his trustworthiness, values, and passion for the organization. By Bill George’s definition, BG Savage is an Authentic Leader (Northouse, p.197). It’s his Authentic Leadership that helps him win the trust and respect of all of the 918th