Leadership and abuse in the military
There are miserable bosses, and then there are toxic military commanders.It is amazing that some high ranking officials look at the boot camp model for their leadership style. But that is not how leadership is done in the real world once people have exited boot camp. Usually it is a calm voice that gives the orders and helps troops execute them.
Air Force Maj. Gen. Stephen D. Schmidt was unquestionably among the latter in the view of some staff members under his thumb. A profane screamer, he ran through six executive officers and aide-de-camps in a year. He retired this month after an Air Force inquiry concluded that he was “cruel and oppressive” and mistreated subordinates.
More than a dozen people who worked with Brig. Gen. Scott F. “Rock” Donahue, a retired commander with the Army Corps of Engineers, reported him as a verbally abusive taskmaster. One was so desperate to escape from division headquarters in San Francisco that he asked for a transfer to Iraq. An Army investigation cited the general for “exhibiting paranoia” and making officers cry.
Troops who served under Army Brig. Gen. Eugene Mascolo of the Connecticut National Guard, described him as “dictatorial,” “unglued” and a master of “profanity-fused outbursts.” An Army investigation found widespread evidence of “verbal mistreatment.” He received a written reprimand but remains in the National Guard.
U.S. military commanders are not trained to be soft or touchy-feely. But over the past two years, the Pentagon has been forced to conduct a striking number of inspector-general investigations of generals and admirals accused of emotionally brutal behavior, according to military documents obtained under the Freedom of Information Act.
The affliction of abusive leadership has even infected some civilian leaders at the Pentagon, raising questions about the Defense Department’s ability to detect and root out flaws in its command culture.
[Read excerpts from investigations into allegations of toxic leadership]
Inspector-general files show, for example, that Army officers described the working atmosphere under Joyce E. Morrow, a powerful civilian official at Army headquarters, as “toxic,” corrosive” and “like you were in a prisoner of war camp.” Officers complained of menial servitude and said they were forced to fetch Morrow’s iced tea, which she would refuse to drink if it was not served in a cup with a lid and a straw, but no ice.
Most military commanders are upstanding and well-respected by their troops. Many are hailed as heroes, particularly after more than a dozen years of war. But in recent months, the armed forces have been shaken by an embarrassing number of generals and admirals who have gotten into trouble for gambling, drinking and sleeping around, among other ethical lapses.