appearance of innovation. Tis approach often falsely necessi- tates hiring outside sources while eliminating internal assets, thus increasing cost. Emotionally intelligent leaders likely will put their people first when new requirements come in and be sure to recognize their hard work.

When Army Futures Command was established, leaders did not always reassign projects effectively and often did so without atten- tion to the real effects these changes had on people. Some leaders did not communicate the benefits of the changes. Suddenly, what was very important was no longer that important. While it was understandable—priorities change—in some cases, a lot of work and money had already gone into efforts that no longer mattered. In discussing these issues with people I work with, it seems that while experience is important, it cannot be the decisive factor when selecting new leaders. Te notion that experience makes a leader could not be further from the truth. I have seen formal leaders who were great in managing tasks but poor at influencing others, and informal leaders who affected change but did not get a promotion because they did not have the requisite experience. Just as our thinking needs to change, our hiring process also needs to work “outside of the box” if we are to embrace the new culture.

Hiring officials should select leaders on the basis of their ability to work effectively with others, and never based solely on their experience. Choosing leaders based primarily on experience or internal politics can result in the loss of valuable assets and orga- nizational stability. If we ought to change the way we think, as Crosby envisioned the innovative Army teams able to meet the requirements of the 2019 Army Modernization Strategy, we need to hire “outside the box” and move away from traditional stan- dards dictating who fits and does not fit leadership roles.

If I wanted to summarize my research in one sentence, it would be, “Be responsible for others.” Whatever we do, there is always someone watching us and learning from us. Whether we are the Army’s leaders, acquisition professionals or simply someone in a cubicle, we have to take responsibility for others. It is not easy to place someone in front of yourself. However, isn’t that exactly what we do in the Army? Don’t we all work toward the common goal and do the best for the Soldier? Occasionally we may forget how meaningful our jobs are. So, attempting to meet the complex Army modernization requirements, which require fresh and inno- vative thinking, and keeping the acquisition workforce motivated enough to contribute its ideas, I want to ask you: What kind of a leader are you? Are you making a difference in your organiza- tion or are you just managing tasks?

CONCLUSION Excessive change will continue as the Army continues to modern- ize. How effectively leaders address change, and guide their organizations through it, depends on leaders’ emotional intelli- gence. Emotional intelligence allows for feedback and establishes clear communication channels, which improves organizational effectiveness. Te five elements of organizational effectiveness require everyone to take responsibility for themselves and others.

I suggest that leaders consider emotional intelligence training to improve the use of creative destruction and optimize its effects on organizational effectiveness. Managers may want to focus more on influencing others to think outside of the box through moti- vation and inspiration.

Most importantly, to improve organizational effectiveness, lead- ers should assess the existing leadership positions and make sure that organizational leaders remain properly aligned and focused.

For more information, contact the author at bozena.berdej.civ@

NOTE: Tis article is based on the author’s approved doctoral research. Her dissertation, “Leader

emotional intelligence as a

response to creative destruction and its effects on organizational effectiveness,” closely reflects her people-centered leadership values. Te author strongly believes that one cannot become an effective leader without having the desire to grow others. Terefore, the concept of emotional intelligence is, in her view, a critical element in effective leadership. Her extensive research delivers evidence that empathy and social skills are two indispensable facets of emotional intelligence required for building effective organizations.

DR. BOZENA “BONNIE” BERDEJ serves as the senior business management specialist supporting the acquisition team at the Joint Program Executive Office for Armaments and Ammunition at Pica- tinny Arsenal, New Jersey. She began her government career there in 2009 as a procurement analyst in the Project Management Office for Close Combat Systems, advancing to become the senior busi- ness management specialist in the Project Management Office for Conventional Ammunition Systems before assuming her current responsibilities. She holds a doctoral degree in management from University of Maryland University College. A member of the Army Acquisition Corps since 2012, she is Level III certified in program management and in security cooperation, and is Level I certified in business – financial management. She holds a Six Sigma Black Belt certification. 71

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