Air Force Senior Noncommissioned Officer Academy Introduction 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. Visionary Leader CMSgt Airey was raised during the great depression. He enlisted into the Army Air Corps in 1942 after dropping out of high school (Lokovic, 2009). He was from a small Navy town in Massachusetts and joined the Army Air Corps because a young Navy recruiter turned him away (Lokovic, 2009). CMSgt Airey went to basic training in Atlantic City, New Jersey (Lucas, 1997). He was selected as a radio operator on the B-24, which pulled double duty as a waist gunner (Lucas, 1997). General John P. McConnell and the chairman of the House Armed Services Committee Republican Mendel Rivers created the position of Chief Master Sergeant of the Air Force in 1966 (Lucas, 1997). There were 5,900 chiefs in the Air Force at that time and only 26 could be nominated to fill the position (Lucas, 1997). CMSgt Airey was selected and became the first Chief Master Sergeant of the Air Force and held the position from 3 April ... ... middle of paper ... .../AF-legend-Airey-dies-85 Lifetime Achievement Awards. (n.d.) Air Force Association. Retrieved from http://www.afa.org/informationfor/military/nataerospaceawards/lifetimeachievementawards Lokovic, J. (2009 June) The impact of CMSAF Paul Wesley Airey. Retrieved from http://www.shaw.af.mil/news/story/asp?id=123151982 Lucas, C. (1997 September) Chief Airey. Air Force Magazine, vol 80. Retrieved from http://www.airforcemag.com/MagazineArchive/Pages/1997/September 1997/0997airey.aspx Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force, (2012a) Change management (LM06), Maxwell-Gunter Annex, AL: Department of the Air Force Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force, (2012a) Team Building (LM07), Maxwell-Gunter Annex, AL: Department of the Air Force
Introduction. Common Attributes of military leaders are just that, common. The accomplished Generals, Colonels and Majors that contributed to the most successful wars of our country have been molded a certain way. They are molded through vigorous training both in scholastic training and in the field along with rigorous mentorship. Colonel Lewis McBride was a rare exception to the rule. As a renowned Chemical museum curator so distinctively puts it, he was, without a doubt, one of the most interesting and industrious officers in the history of the US Army Chemical Corps.
...D.INFO. (1993, June 1). US Army Manuals (Field/Training Manuals). Retrieved March 25, 2012, from http://www.enlisted.info/field-manuals/fm-100-5-operations.shtml
For instance, the 4th ABCT deployed for a year-long deployment to Afghanistan, where a battalion was stripped off to work with another division, and two battalions were tasked to conduct security force advisor team (SFAT) missions, which is not their core combat mission and expertise. In addition, while in Theater COL Timmons, the brigade commander, the brigade CSM, and a battalion commander were killed in a convoy explosion, and COL Cutler was suddenly cast into the brigade command position. As soon as they returned from deployment, the 4th ABCT received word that they must conduct a brigade rotation through the National Training Center (NTC) before assuming a new committed period in the sustainable readiness model (SRM) with a regionally aligned force (RAF) mission in Africa. As you can see, due to the perpetual change and a lack of vision there is much uncertainty and stress for the 4th ABCT, in addition to the constant change and tempo that COL Cutler has not effectively managed. There are several change models available to use in leading change and one of the most effective and widely used is the Kotter Model. As I prepare for command, I will utilize the Kotter Model to help lead organizational
Colonel Sweeney, on Feb. 21, 1956, was appointed wing commander by Governor Christian A. Herter. Also in 1956, the unit was again re-designated as the 102d Air Defense Wing, and on April 6, 1956, Colonel Sweeney received his promotion to the rank of brigadier general. 1958 saw the wing receive its present designation as the 102d Tactical Fighter Wing.
Thesis. Air War College, 1987. http://www.airwar.edu//a>. Maxwell, Alabama: United States Air Force, 1987. DTIC Online -.
Black Hearts is a great example of the reality on how severe bad leadership skills can ripple throughout a unit and impact its overall mission. This book serves as a guide for future leaders of America and will set the examples of what not to do in leadership positions. The lessons we can take from these soldiers can help us as potential leaders to become more competent and effective. The fact that this book focused on the hardships, poor decisions and sound judgment of the soldiers it helped emphasize on what was not the best choice of action and leaves a moment for you as the audience to think how you would of done it better. So right or wrong there was a lesson to be learned and the book did a good job including the reader. This book puts you in the shoes of a small group of soldiers from the 502nd Infantry Regiment and gives you an up close and personal take on the experience of the soldiers, from the bottom of the the ranks all the way up to the commander. 502nd Bravo Company 1st platoon deployed in the fall of 2005 into one of the most dangerous battle zones in Iraq known as the “Triangle of Death”. Thrown into the heartland of a growing insurgency, with undefined goals and a shortage of manpower, Bravo Company began piling up casualties at an alarming rate. They suffered many losses, as well as mental anguish. Because of the long and tragic deployment, a collapse in leadership began to unfold causing one of the most tragic, brutal, and infamous deployments in U.S Army history. There were many reasons that caused the deconstruction of leadership, and eventually, the actions of the soldiers accompanied by the lack of control, lead to the rape and murder of an innocent Iraqi girl and her family. This is a story about character...
Lawson, Robert L., and Barrett Tillman. U.S. Navy Air Combat: 1939-1946. Osceola, WI: MBI Pub., 2000. Print.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
Lowe, A. (1998). Air Marshal William Avery Bishop. [WWW Document]. Retrieved May 2nd, 2001 from the World Wide Web: http://www.billybishop.net/zone/bishop.html
Before entering the Army in 1966, Calley had many jobs, none of which he excelled at.
Meritoriously promoted to Private First Class, Recommended for Meritorious promotion to Corporal, recipient of the Leatherneck Award for Company High Shooter, refined strong work ethic and leadership skills, trained to monitor, repair, and troubleshoot various aircraft systems to include power plants, avionics, hydraulic, pneumatic, responsible for pre-flight and post-flight inspections, earned the rank of Sergeant, honorably
Young Roy Zerby was drafted away from his job of washing cars in Bellafonte, Pennsylvania, to eventually become Sergeant Zerby, Communications Chief for Company D, 714th Tank Battalion. Sergeant Zerby postponed his dream of a better job and livelihood to serve his country. Others like Alvin L. Cooper of Northampton, Massachusetts, volunteered "two steps ahead of the draft board" in order to avoid the National Conscription Act. Cooper quit his position as a Glazing Machine Operator at the International Silver Company and left his Public Accounting classes to become a Surgical Technician in the 714th Battalion's Medical Detachment.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)