A Leadership Framework at the Royal Military Academy Sandhurst


Research Paper Title

Sandhurst Occasional Papers No.20.

Be, Know or Do? An Analysis of the Optimal Balance of the Be, Know, Do Leadership Framework in Future Training at the Royal Military Academy Sandhurst.

Abstract

The focus of this research is to analyse the perceived optimum balance of the Be, Know and Do leadership framework, in order to train and educate officers of the future at RMAS. Such a study is important following the introduction of first ever formal British Army Leadership guide: Developing Leaders – A British Army Guide.

The research approach adopted is a 4 step Case Study:

  • A comprehensive Literature Review;
  • A Survey at RMAS;
  • Eight semi-structured interviews with leadership experts; and
  • The synthesis of all of the secondary and primary data.

The findings from the Case Study provide evidence that the Be, Know, Do framework has not been absorbed into the fabric of RMAS. Conversely, Values Based Leadership is the primary leadership tool at RMAS. However, Values Based Leadership lacks a team leadership model. A significant proportion of the leadership experts believed that Action Centred Leadership fills this void and should be formally taught at RMAS.

The examination of future agility demonstrates that officers will be required to have sound judgement, be physically robust and have a speed and clarity of thought. They will also be required to have soft skills to understand problems and communicate their intent.

The main conclusions drawn from this study are that there is an optimum balance for the Be, Know, Do framework for officers at first appointment, with the Be most important, closely followed by the Do and finally the Know. This paper recommends that RMAS better define what it means by Values Based Leadership, reintroduce Adair’s Action Centred Leadership and that the Be element of the framework is given more prominence.

Finally, RMAS should ensure that any future changes to training strive to achieve the correct balance of Be, Know, Do in the course design phase.

Reference

Vincent, D. (2015) Sandhurst Occasional Papers No.20. Be, Know or Do? An Analysis of the Optimal Balance of the Be, Know, Do Leadership Framework in Future Training at the Royal Military Academy Sandhurst. Central Library: Royal Military Academy Sandhurst.

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