Both military and civilian leaders face challenges which require strategic planning, communication, and coordination. Municipal managers, akin to military commanders, must make decisions under pressure, often with limited resources and in the face of uncertainty. The responsibility to lead teams effectively, manage crises, and drive organizational goals forward is shared across both sectors.
In both realms, leadership is about more than just giving orders—it’s about setting a vision, building trust, and fostering a culture of accountability and collaboration. Research shows that both military and civilian organizations benefit when leaders demonstrate emotional intelligence, defined as the ability to recognize, understand, and manage our own emotions and the emotions of others. This includes empathetic listening, conflict resolution, and resilience in the face of adversity[1].
However, there are also significant differences to consider. The military operates in a hierarchical structure, where orders flow from the top down and are expected to be followed without question. In contrast, municipal management tends to be more participatory, with decisions often made through consensus. This necessitates a different approach to leadership, one that encourages dialogue, values diverse perspectives, and fosters an environment where everyone feels heard and respected[2].
Another key difference lies in the metrics for success. In the military, goals are often defined by mission completion and survival. Municipal managers, on the other hand, are judged by their ability to deliver public services efficiently, equitably, and sustainably. This requires them to balance competing demands, navigate political pressures, and manage public resources responsibly[3].
Despite these differences, there are valuable lessons that each can learn from the other. For instance, military leaders offer insights into how to create a strong, unified culture and instill a sense of purpose and duty among team members. On the other hand, municipal leaders can teach their military counterparts about the benefits of participatory decision-making, the importance of fostering diversity and inclusion, and the value of transparency and accountability in building public trust[4].
At the end of the day, whether in a military base or city hall, leadership is about people. It’s about understanding their needs, motivating them to do their best, and creating an environment where they can thrive. This means being adaptable, empathetic, and resilient—qualities that are just as important on the battlefield as they are in the boardroom.
So, whether you’re a city manager looking to sharpen your leadership skills or a military commander seeking to understand the nuances of civilian leadership, remember this: leading is not about wielding power, but about empowering others. It’s not about having all the answers, but about asking the right questions. And it’s not about avoiding challenges, but about facing them head on—with courage, conviction, and a commitment to serve.
Because let’s face it—leadership may sometimes feel like herding cats while juggling flaming swords in a thunderstorm. But with the right mindset, tools, and strategies, it can also be an opportunity to inspire, innovate, and make a real difference in people’s lives.
Photo by Manuel Torres Garcia on Unsplash
Clarke, N. (2010). Emotional intelligence and its relationship to transformational leadership and key project manager competences. Project Management Journal, 41(2), 5-20.
DeRue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel psychology, 64(1), 7-52.
Overmans, T., & Noordegraaf, M. (2014). Managing austerity: rhetorical and real responses to fiscal stress in local government. Public Money & Management, 34(2), 99-106.
Van Wart, M., & Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.