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Despite their different styles, both leaders were highly respected by followers.
IN THE LEAD When asked about Gen. Mattis, Gunnery Sgt. Robert Kane, who has served under
both leaders, says he would certainly “follow him again.” However, when he learned
that Col. Dowdy had been dismissed, Sgt. Kane says he “wanted to go with him.
If [he] had said ‘Get your gear, you’re coming with me,’ I would’ve gone, even if it
meant the end of my career.
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Gen. Mattis might be considred highly task-oriented, reflecting an initiating
structure approach, while Col. Dowdy seems more people-oriented, refl ecting a
consideration behavioral style. Whereas Gen. Mattis typically put the mission fi rst,
combined with a concern for the Marines under his command, Col. Dowdy typi-
cally put Marines fi rst, even though he also gave his all to accomplish the mission.
Additional studies that correlated the two leader behavior types and
impact on subordinates initially demonstrated that “considerate”
Discover your leadership orientation related
supervisors had a more positive impact on subordinate satisfaction Action Memo
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than did “structuring” supervisors. For example, when leader effec-
completing the self-assessment exercise in
tiveness was defined by voluntary turnover or amount of grievances to consideration and initiating structure by

filed by subordinates, considerate leaders generated less turnover and

grievances. But research that utilized performance criteria, such as Leader’s Self-Insight 2.2.
group output and productivity, showed initiating structure behavior
was rated more effective. Other studies involving aircraft commanders
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