Overly accepting subordinates - are they to blame for bad leadership?

YEARS ago when laptops were generally new to the Army (and the world), I had a S-1 MAJ that was TDY attending a briefing from the CG regarding using and maximizing these "new tools". My MAJ was using his laptop during the briefing to takes notes and e-mail/relay the talking points to Commanders within our Command. He got bitched out by the DCG for doing EXACTLY what the CG was discussing. Using technology.

Common sense did not prevail that day.

Two parts to this argument, part 1 to answer is yes, when leadership is off the mark the yes men certainly help to create a toxic environment, however the blame is always with the leader never the subordinates. Ironically those subordinates often get the top block OER/NCOERs and become the next toxic leader who doesn't know how to deal with Yes men, or how to deal with dissenting opinions.
The other part of the argument is leader vision, as a subordinate you have a small picture (well you should) you have specific tasks that should, in your opinion, be more important than everyone else. So you do need to recognize that your viewpoint isn't necessarily the best for the decision making process. Leaders shouldn't be in the weeds per say, so effective leadership is effective communication between the big picture leaders and the in the weeds subordinates, neither one has a complete picture without the viewpoints of the other. So if your leader only appears off the mark you really need to introspect and see why you disagree with that leader.

My response to this question is absolutely not. This question implies that leaders surround themselves with "yes" men who seek either advancement or some other sort of acceptance by acquiescing to the leader or create the environment for subordinates to be obedient. However, the skill that is lacking in the current generation of junior leaders and junior military personnel is critical thinking. A junior leader with a modest amount of critical thinking skills can receive something that their high ranking leader says, interpret the question, ask a penetrating context question to receive clarity, then (if appropriate) offer a thoughtful response.

As subordinates, we have an obligation to be obedient but not necessary to agree with everything. I encourage my team leaders to confess disagreement if I am being controversial. If you want to change this perception, be the change. Engage your leaders thoughtfully and tactfully. And when you do, have one of your subordinates (once again if appropriate) present to see your method and the learn this skill.