The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum. Leadership at the tactical level is built on personal interaction. This type of leadership is face to face and encourages adherence to policy and procedures. This leadership also takes into account the human element of command. In the LW course, we studied numerous leaders that exhibited this type of leadership style. Robin Olds was a leader that transformed the squadron they led. Three keys to their leadership were mission success, people focus, and espirt de corps. The Fighter Pilot learned first by learning and understanding the mission. Robin Olds took the time to gather data about the mission. He would listen to pilots. In fact, when he arrived he would fly in the wing position to learn. He needs to understand the mission, threats, and dangers of the tasking orders. Olds leadership of learning was important to his developing trust with his men. They saw a leader was not self-absorbed. His transformational leadership style was learning through collaboration. The Fighter Pilot leadership included attention to moral. Transformational leaders are able to enhance the moral of the team. Robin Olds intense charisma was contagious in the unit. Olds told the pilots when he arrived he was not the best pilot for t... ... middle of paper ... ... evident in the transformational style of Robin Olds, Curtis LeMay, and Billy Mitchell. These leaders had character flaws; however, it did not prevent them from being effective and transformational. The culture of the Air Force as a separate service is attributed to the pioneering spirit of Billy Mitchell. The culture of technology and strategic defense is a capstone for Curtis LeMay. The culture of the Air Force gaining and maintaining air superiority with Esprirt de Corp is the lasting tribute to Robin Olds. Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
On a warm San Diego night in May of 1988, not smart enough to know whether I should be scared or excited, I embarked on my military career standing atop yellow footprints neatly painted on the asphalt. As an eighteen year-old kid entering recruit training, the finer points of leadership, at any level, had not yet piqued my curiosity. The drill instructors who supervised my training placed far different leadership expectations on me than what I will face as a colonel in the Air Force. Having learned a lot, good and bad, along the way, I realize that I must adapt to make good decisions and effectively lead at the senior level. Dr. Gene Kamena’s Right to Lead Assessment Model (RLAM) provides a handy, visual means to think about leadership, and assess how one can grow as a leader. Using the RLAM, I can concentrate xxxxxx My current leadership skills and abilities have enabled me to thrive at the tactical and operational level; however, in order to succeed
There are many types of leaders not only in the military, but also in every civilian company around the world. We rarely see a leader who possesses both vision and an ethical style of leadership; however, CMSgt Paul W. Airey, the first Chief Master Sergeant of the Air Force, was this type of leader. Throughout this paper I will discuss his ability to be both a visionary and ethical leader, which resulted in CMSgt Airey being labeled a “legend” (LaGrone, 2009, p.2). He was described by the former Chief of Staff, General Norton Schwartz as an “Airman’s Airman and “one of the true pioneers of the service” (LaGrone, 2009, p.2). CMSgt Airey has left a legacy that will impact generations of Air Force Airmen based on his traits of vision and ethics.
 The purpose of this paper is to identify and contrast the different styles of leadership exhibited by two characters found in the 1949 movie Twelve O’Clock High starring Gregory Peck as General Savage, Army Air Forces general. Based on a true story, Twelve O’Clock High is a inspirational account of the highly dangerous precision daylight bombing missions carried out by US Army Air Force’s 918th Bomber Group in England during the last part of World War II. In the beginning of the movie the squadron is commanded by general Davenport. It is very clear that General Davenport’s main concern is the wellbeing of his men. He obviously had developed close interpersonal relationships. The men of the squadron were completely devoted towards Davenport and they trusted any decision that he would make. General Davenport’s affection for his men comes to interfere with his ability to lead them. The squadron suffers heavy losses to planes and heavier losses to soldiers. One instance that clearly demonstrates Davenport’s incapability to uphold his responsibilities as the leader is when he jeopardizes the well being of the entire squadron by ignoring protocol and flying out of formation in the attempt to save one plane. When it becomes apparent to Davenport’s superiors that his emotional feelings have become an obstacle to his effectively leading the squadron they relieve him. General Savage who is ordered to take over the underachieving bomber group experiencing heavy losses because of poor technique and lack of focus. Savage takes a kind of tough love approach, holding his men to the highest standards. Savage makes the point that the ultimate objection of the squadron is to successfully complete the assigned missions. Throughout the movie Savage constantly makes it absolutely clear to the squadron that no one individual’s wellbeing will be placed ahead of the entire team and the success of the team. Initially the changing of the preceding General dispirits the squadron. They felt that General Savage was uncompassionate considering the men as nothing more then numbers that were dispensable at his convenience. After several missions that were marked by a remarkable turnaround in success the man eventually come...
First, Lt. Col Moore assesses his men through observation of their initial skills and makes a determination of what needs to be improved. As he does this he enlists the help of his top advisor Sergeant Major (SGM). They conduct the observation not as mere spectators but with the Soldiers doing the evaluation themselves. This participation shows each Soldier that every man has an equal part in the team and no one is above the team’s goals not even the Commander. To drive this point even further LTC Moore and the SGM continue to train on the ground with the men. As setbacks, corrections or different approaches are needed it is easily explained and seen by the Commander because he is on the ground with the men and not somewhere taking a meeting or in his office doing paperwork. This approach also builds a sharing point with his men and other leaders inside his unit and trust is earned.
General Colin Powell displays the transformation leadership qualities of Inspirational Motivation. He provides “energy and direction that fuels the actions of followers.” His model of effective leadership requires “pushing the vision down to every level of the organization.” The most important role is ens...
...n was yet another display of the most beneficial style of leadership. Putting together teams, holding regular meetings in locations that were conducive to deep thinking, allowing debates, and discussions to take place, not choosing sides and arriving at a consensus is the very core of team building and fostering inclusive environments. Doing it all while displaying sound ethical principles routed in being a southern Baptist Minister enabled Dr. King to achieve huge successes as the primary leader of the Civil Rights Movement. Taking notes from one of the great leaders of yesteryear can and does help senior non-commissioned officers get better. Being an effective motivating speaker, putting the organization before self, team building, and having appropriate ethical principles to back it all up go hand in hand with leading Airman in today’s United States Air Force.
Many individuals in our military today have this notion that just because they earned their “stripes” that they automatically deserve respect, and that their subordinates should and will listen to them strictly because of what is on their chest. A true leader not only leads, develops, and mentors, but they embody and apply those leader competencies in their everyday life both on and off duty. Being a leader doesn’t mean you always have to be the mean guy. It means that you can successfully provide purpose, direction and motivation to make your Soldiers want to work for you to accomplish the mission. In this paper, I will discuss and give examples about the difference between Competent Leadership
ADRP 6-22: Army Leadership; Chapter 10: Organizational Leadership, HQ, Department of the Army, Washington, D.C, 10 September 2012
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
...ilots and maintenance crews. Olds used his influence and these principles of character to help the officers, airmen, and civilians under him. When he needed to get his clearance processed, Olds’ made sure all of the soldiers, rather than just himself, were taken care of. Olds did the same on the Braniff 707, making sure everybody on board was treated equally. Olds never wanted special treatment and often went out of his way to ensure his subordinates were properly cared for. Olds actions throughout his life prove that he was a true leader of character.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Throughout life, there are and have been leaders who have helped change and shape others view of the world by their charisma, strength, morals, and kindness. These particular people can help to create a vision along with intellectually stimulating people to broaden their horizons and to be successful in business and personal accomplishments. At one point of time, there was someone who I considered a leader, who motivated me by applying what is known as the Transformational Leadership Theory. Transformational leaders “inspire and empower” (LugoSantiago, 2016, p. 18) other individuals to become more well-rounded along with helping to achieving overall goals. With the Transformational
Leading through followership of mentors shows that above all, followership is more important than leadership. The lessons learned from role models ultimately sets not only the mentee on a path towards success, but the organization as well. In reference to being a professional Airman and a transformational leader as mentioned in paragraph two; traits, skills, and characteristics are passed down from the predecessor. The successor will then gain the courage it takes to stand up for what is right and speak on their mentors direction and adapt it as their own.16 The acquired knowledge through following mentors dynamically and effectively mold mentees into leaders, which in turn establishes confidence needed to master tasks and leadership when confronted with organizational challenges.17 Everyone faces challenges and is a subordinate to someone else.18 What a person experiences will be the cornerstone he or she refers to when leading subordinates.19 “After all, even the greatest of military leaders must start at the bottom. We must learn to follow before we can lead.”20
Transformational leaders, which can be heroic, have three more factors including inspirational motivation, intellectual stimulation, and individualized consideration, all can be found out while shaping our military during basic training. Inspirational motivation is when leaders motivate their followers through inspiration and this can be seen in the Military Training Instructors (MTI). The lead through fear and intimidation but also through inspiration. While I was in basic I remember wanting to end up like my MTI, and make a difference like he did. Intellectual stimulation challenges the follower’s own beliefs while encouraging creativity and innovation. This can be seen through problem solving during the fake deployment week. Lastly is individualized consideration. Admittedly this is the biggest stretch, but still can fit into transformational leadership. MTIs do not have the time to carefully listen to each individual’s