• Describe the experience briefly (What was the background? What triggered the experience? What happened? What was the outcome?)
Both my success and failure experience are derived from the same experience but focus on different aspects of it. As I was nearing the end of my mandatory military service I was given a chance to lead a team of commanders of the training course I was part of. In the last three courses all five commanders on the team were very experienced (with 2-4 courses under their belt). I was given an opportunity to lead the next course with a brand new team of two “green” commanders. In addition, to being heavily understaffed, two complicating factors were added to the mix. First, it was the first course to include female soldiers in a course that was dominated by males. Second, after a few weeks in the course, it was decided that I would be leaving to move to a different department after the three months course. I consider this event to be an important experience because it was the first time I was given responsibility of this magnitude and with implications for both short and long term. While I know that the performance of the course under my lead was above expectations and considered a success in many measures, I view this experience as a personal failure because I was not able to train the next line of leaders enough and after I left, that department suffered from poor performance (to say the least).
• Why was this experience challenging for you?
As I mentioned above, it was the first time I was given this kind of responsibility and as someone who was considered a “star” in the unit a lot was hanging on my shoulders. In my next role I was expected to train commanders and team leaders so being successful my...
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...o believe more in the importance of failure and in the importance of focusing more on the process and less on the final outcome. I do think that if I am put in a leadership position today, I would devote much more of my time and efforts to creating a better environment that foster learning and develops my followers’ ability to take ownership of the issues at hand, even if the price is less than poor performance.
I also believe that my attempt to change and create higher standards are an important part of who I am and of my internal motivation for leadership. I understand that there will always be a clash and that I might set very high standards that cannot be maintained after I leave. I am, an optimistic and maybe also a romantic, and think that my struggle is worthwhile anyway, both for the organization I work for and for my own self of purpose and fulfillment.
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
A leadership theory is a clarification of some features of leadership; theories have practical importance as they are being used for better understanding, anticipating, and controlling successful leadership. Hence, the main principle of any theory is to inform practice(Lussier and Achua 2009). Leadership theories could be classified into eight main categories: Great man, trait, behavioral, contingency, Situational, Participative, Relationship , management (Cherry 2010).
In my military career, I have been to many localities, and met many great NCO’s to gain expertise, and wisdom from. My biggest challenge as an NCO has been my stretch as an AIT Platoon Sergeant in Fort Leonard Wood MO. Being an AIT PSG you have many tasks you have to complete, and many soldiers you have to manage. There are leadership challenges in every job, but as an AIT PSG all of the challenges can be tested within a small period of time. On a daily basis, you deal with anything from pay issues with behavior issues you will learn many things and test yourself always. When I arrived at E-CO 169th ENG BN it was to be the first day of many new experiences and challenges. On the day that I arrived to E-CO as an AIT PSG I was not quite qualified yet to run an
The army is the perfect case study of unique job experience. In addition to my role as Battery Executive Officer, I was recently volunteered to staff a simulation exercise for the next full week to facilitate the training of the division staff. Not even two hours into the exercise, I was promoted to the position of Battle Captain, placed in charge of a team of 25 subordinates and superiors, and simulated the effort of an entire division's worth of field artillery assets. In addition to the added pressure of Majors and Colonels watching me perform, I struggled to maintain calm while finding out the requirements of my job while we were simultaneously conducting the exercise. As a natural “energizer” who “aims to always make my organization look good in the eyes of management,” I usually get selected for difficult jobs (Kinicki & Fugate, 2018, p. 300-302). While some might consider the opportunity an honor, it was difficult for me to appreciate it while focusing on the immediate improvements I needed to make.
A quote that I feel everyone should know is “You learn from the past, live in the present, and plan for the future”- Audrey Farrell, and I believe this because as a leader you are going to make mistakes, and not everything is going to be as smooth as a leader would hope. So if anyone or I can learn from those tough times, and create a plan or a course of action to take when something similar arises that is what a true leader does. A true leader does not force their followers to change to his or her style, he adapts to their followers. So my goal is to be a leader that people respect, trust, and when I am trying to fix something that I feel is wrong, they will respect my decision and work with my to correct it.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
To be an authentic leader one must discover their True North and the purpose of leadership. Leadership decides the success or failure of organizations. The chief cause of organizational failure for the last decade has been failed leadership. A leader’s
Leadership is being able to direct or guide other people by either your own actions or by actually guiding them into the right direction (Acumen). Inspiration to be a leader might come from many different areas like your family, friends, peers, or even teachers. My inspiration didn’t really occur to me until I started attending college in August 2013. In all actuality I never even thought of how to be a leader until I was in Mrs. Moore’s Perspectives class. I now have a desire to be a great leader, and the inspiration has come from Mrs. Moore, and my family. I am the first to attend college out of my family, so in a away I have already started leading my siblings in the right direction. Being a leader means inspiring others to pursue their dreams, and aspirations and helping throughout the journey to success. Being a leader has nothing with authority or being able to tell other what, and how to do things, it’s about having people who look up to you and want to follow your example.
Leadership is not defined by position. Leadership is an extraordinary responsibility given only to those willing to exude selflessness, decisiveness, and wisdom. CSM William R. Hambrick, Jr is an accomplished leader that embodies the values, attributes, and competencies that I aspire to convey to my subordinates. The impact that CSM Hambrick has had on my career and leadership philosophy is immeasurable. His far-reaching legacy is one of confidence, sound judgment, and empathy.
Making every team member to see themselves as a part of the team, making team to believe team’s spirit, creating self-confidence makes commanders job and life very challenging.
One of the topics in organizational development today is leadership. Leadership is what individuals do to mobilize other people in organizations and communities. According to Kouzes & Posner, there are five practices and ten commitments of exemplary leadership. The five practices of exemplary leadership include: Model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. In the Leadership Challenge, Kouzes and Posner found similar patterns and actions of leadership that created the essentials to achieve success. Utilizing the research conducted by Jim Kouzes and Barry Posner, I have created a leadership plan that would apply to the Admission Department at Texas Wesleyan University.
Over the years I have learned many lessons in leadership from different NCOs and civilians I have worked under, as well as various commanders. It is my hypothesis that the leader who will most affect one’s career is that first leader who spends the time to mentor the young Soldier. The leader who had the most influence over me was Staff Sergeant James M. (J.J.) Johnson, Junior. He was not the best NCO in the world, but he was the consistent NCO in my world. I met him at my first duty station, Operations Company, U.S. Army Field Station Korea (OPNS Co., USAFSK) in September, 1983. He was one of many NCOs in a very tangled and confusing chain of command, but he was identified as my squad leader. I learned all about event oriented counseling from him, and that there are promotions and demotions. After serving a year at the Field Station, I PCSd to the 102nd MI Bn, 2nd Infantry Division at Camp Hovey, participating in the QuickFix Platoon, a heliborne collection and jamming platform. I hit my first re-enlistment at the 2nd ID and chose USAFSK as my assignment of choice. My platoon also decided that I had grown enough to be boarded for Sergeant, so that was my reward for a wonderful tactical year.
Leaders can have a powerful impact on the futures of many, and the way in which one approaches leadership is paramount to the type of impact one will have. Continual growth in the areas of knowledge I have and seek to acquire, as well as recognizing my leadership style and utilizing my personal strengths to the fullest, is vital to the successful implementation of my personal philosophy of leadership.
The following year the next drill team leader was to be picked. I knew I was ready for it. The Senior Army Instructor, Colonel Tommy Palmertree, held an awards ceremony. He kept the team leader as a surprise until the end. Of course, this kept me on the edge of my seat biting my nails in anticipation. Finally, Colonel Palmertree announced me as the following year's leader. He said I would hold the position as Cadet First Lieutenant. I knew that I had finally achieved my goal. I had become a great leader like Cadet Lieutenant Colonel Armington and Cadet First Lieutentant Dwight Lewis. I would lead others and influence them in the same way as they influenced me.
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their