366 Journal of the Spanish Institute for Strategic Studies N. 4 / 2014 of military personnel seems to have become especially relevant with field research moving to the general academies themselves. This is where the officers of the future are trained, those who in the medium and long term will occupy positions key to the development of effective leadership. We can find numerous examples in literature of research into leadership among future officers at West Point, as well as the cadets of the Israeli Defense Forces (IDF), inter alia. Yet without a shadow of a doubt, the most significant consequence of the results achieved by such prominent research has been the deployment of specific leadership training programmes, especially the transformational ones, such as the broad programme developed by the Canadian Army, promoted by the Canadian Forces Leadership Institute; or, for instance, the inclusion of leadership training into exercises done at the Royal Officers’ Academy in Norway. 5. CONCLUSIONS The comprehensive training of soldiers must not overlook psychological training. Staff should receive training and information about the psychosocial hazards that must be faced. Strategies must be provided in order to tackle these risks, as well as adjustment and adaptation mechanisms so that the impact of these threats does not lead to a decline in their health, safety or performance. These psychological training programmes must be validated by empirical means and address variables whose impact on subjects has been proven. Some of the suggested variables have been discussed in the sections above, most emanate from the positive psychology approach and the concepts of a hardy personality, coping strategies and resilience. Of particular note is the impact of the leader. Some leadership styles can prove to be “toxic” for those who have to “endure” them, reducing performance, commitment and involvement in work and magnifying stress. Most of the sources cited in the bibliography recognise that the transformational leadership style is the style that attains the highest levels of involvement, endeavour and welfare among subordinates. These are the leaders who motivate, inspire, engender enthusiasm and encourage those under their command, exhibiting a clearly-defined system of values and a consideration of people on an individual basis. Nevertheless, they have also been criticised for their capacity to manipulate. In a military context, leaders need to be versatile and gain the trust, loyalty and commitment of subordinates. Transformational leadership seems to be the most appropriate style in such circumstances, although doubts have always been raised
REVISTA IEEE 4
To see the actual publication please follow the link above