"From the outside looking in, it may feel like something in the Army has changed. The recruiting campaigns of ‘Belonging’ and ‘Your Army Needs You’ have appeared to some critics as a fundamental shift in the way that the Army conducts its business. In conjunction, internally, Defence released its new Diversity & Inclusion Strategy. But do either of these events signify a change in the Army and is there a better way to create a culture that is inclusive, and which generates diversity? Army culture is shaped by our leadership and the Army Leadership Doctrine (ALD) speaks of the need to support and empower our employees while, ‘being inclusive and harnessing diversity.’ The transformational/transactional spectrum of leadership styles discussed in the ALD is widely accepted, but it does also have its critics. Recently RMAS Officer Cadets fed back that they felt that some of their officers lacked emotional intelligence and students on the Intermediate Command and Staff Course Land (ICSC(L)) were moved to argue that there needs to be more emphasis on followers and followership during leadership training. What this means, therefore, is that while the ALD asserts that transformational leadership produces excellent performance, followers would say otherwise. Is there a more relevant model that leaders can follow which will improve leadership behaviours? Has the ALD overlooked a critical concept?"