HOW THE MILITARY SUPPORTS HOMELAND SECURITY. U.S. Naval Institute Proceedings, 135(10), 26-31. Retrieved from Academic Search Premier database. Stockton, P. (2009).
The Army has transformed several times during its history. Adapting to the operational environment is a necessity for the force called upon to prosecute its adversaries. The Army must do what is necessary to protect the U.S. against all enemies, and advance the national interests of the American people. To accomplish this, anticipation of threats is crucial and victory against its adversaries is an imperative. The nation relies on the military for strategic level deterrence and expects that it will be decisive in combat operations.
These events are here to stay and will be significant in the future conflicts. The third lesson learned discusses America’s poor planning and preparation for stability, security, transition, and reconstruction operations (SSTR) and demonstrated the need to avoid stovepiped, single agency planning. The apparent lack of planning for SSTR operations severely complicated and extended the United States mission in Iraq. Fourth, America must always strive to be on the cutting edge and maintain technological superiority over our adversaries in order to secure great advantages. However, the United States cannot solely rely on technological savvy military to achieve success.
Next Generation Leadership Development in a Changing and Complex Environment: An Interview With General Martin E. Dempsey. Academy Of Management Learning & Education, 10(3), 528-533. Lindsay, D. R., Day, D. V., & Halpin, S. M. (2011). Shared Leadership in the Military: Reality, Possibility, or Pipedream?. Military Psychology (Taylor & Francis Ltd), 23(5), 528-549. doi:10.1080/08995605.2011.600150 Reed, G. A.
In order to achieve a high level of security, an endorsement of demo... ... middle of paper ... ... Bartholomees, J. B. (2004). U.S. Army War College guide to national security policy and strategy. Carlisle, PA: Strategic Studies Institute, U.S. Army War College.
US Office of Personnel Management. (2008). Retrieved October 4, 2008, from Training and Development Policy: http://www.opm.gov/hrd/lead/T Wexley, K. N., & Latham, G. P. (2002). Developing and training human resources in organizations (3rd ed.). Saddle River, NJ: Pearson Education Inc.
The army national guard and transformation: relevance for ongoing and future missions. Ft Leavenworth, KS, US Army School of Advanced Military Studies, General and Staff College. Retrieved April 20, 2008 from http://cgsc.cdmhost.com/cgi-bin/showfile.exe?CISOROOT=/p4013coll3&CI SOPTR=780&filename=781.pdf Wormuth, C., Flournoy, M., Henry, P., Murdock, C. (2006). The future of the national guard and reserves. The beyond goldwater-nichols report, phase III.
Thirdly, I will describe key leadership requirements. Fourthly, I will identify my strengths and weaknesses and how to deal with the gaps for the next appointment. Finally, I will summarize this paper with conclusion. Ah-Ha Moment The one significant Ah-Ha moment that came to me was my experience in several different units and appointments in the Army. When I try connecting the leadership materials from LIC modules to my past experience, the Ah-Ha moment can answer the question about how come a Special Forces unit which led by an unskilled and incompetence commander still could perform at its best.
(Master's thesis, U.S. Army Command and General Staff College). Salmoni, D. B. A., & Holmes-Eber, D. P. (2008).Operational culture for the warfighter: Principles and applications. (p. Foreward). Quantico, Virginia: Marine Corpse University.