Chapter Case

Bev joined a military unit as an entry$-$level officer, responsible for about forty$-$five individuals. She was quickly promoted through several positions due to her demonstrated leadership skills. Bev felt her rapid success was the result of her familiarity with the organization. She attended a mid$-$level leadership$/$management course, eventually being selected to teach the course herself. Later, she led the largest line organization in the army.

The case demonstrates the need to always be learning and not simply rely on past experiences. An organization that is too flat may have too many leaders and not enough followers. A collaborative environment works better with these organizations.