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Military leadership development
Effective leadership in the army
Military leadership development
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Fundamentals of Leader Development
SSG Steven Quinn
Non-commissioned Officers Academy
Senior Leader Course
Class 505-18 Phase 1 DL
Abstract
This essay demonstrates leadership qualities along with leader developmental abilities by utilizing leadership fundamentals. Having vast military experience and knowledge over the span of my nine year career in the Army is the reason I am writing this essay about how I have developed junior noncommissioned officers (NCO) and my peers. I have enhanced the leadership skills of my subordinates through various activities by using past experiences and multiple trainings that I have accomplished. Leading by example and always from the front has given me the opportunity to develop junior NCOs. As a Platoon Sergeant (SGT), it is my
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SUBJECT: Army Doctrine Reference Publication (ADRP) 6-22 Army Leadership – August 2012. 1. What is the difference between a. and a. Purpose. The. To provide Special Forces Warrant Officer Advance Course (SFWOAC) Class 002-16 a concise overview of ADRP 6-22 Army Leadership.
“Military leadership qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential events—far more time-consuming and expensive than similar training in industry or government. Secondly, military leaders tend to hold high levels of responsibility and authority at low levels of our organizations. Finally, and perhaps most importantly, military leadership is based on a concept of duty, service, and self-sacrifice; we take an oath to that effect.”
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
While in the U.S Army I have encountered many leaders. When I reminisce on the past and try to remember all of the different leaders I have encountered, I realize they have all influenced my life in different ways. Although some of the leaders I have had made bad impressions, most have influenced my life positively. Throughout the years I have been in the U.S Army, one particular leader has helped me develop into the Non-Commissioned Officer (NCO) I am today. I am Staff Sergeant Eric Duty and I would not be the professional I am today without SGT Buchan’s leadership.
Introduction “Leaders have always been generalists”. Tomorrow’s leaders will, very likely, have begun life as specialists, but to mature as leaders they must sooner or later climb out of the trenches of specialization and rise above the boundaries that separate the various segments of society.” (Gardner, 1990, pg. 159). The. In a recent verbal bout with my History of the Military Art professor, I contended that the true might of a nation may be inversely proportional to the size of its military during peacetime.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
All soldiers, especially leaders, are highly recommended to keep a certain set of values that radiate throughout the entire U.S. Army. They are challenged to keep them near and dear to their hearts and to define and live them every day. A leader is one who takes these challenges serious and abides by
The purpose of this memorandum is to outline my view point on leadership. As a Drill Sergeant, it is my responsibility to transform civilians into well discipline, physically fit, and competent scouts. I am entrusted to uphold the Army standards, live the Army Values and Warrior Ethos, and instill Esprit de corps.
Leadership is contagious throughout the world and most importantly in the Army. It is not just my view, but of all leaders, at all levels, that organizations are responsible for setting conditions that lead to long-term organizational success. As I reflect on my experiences, through experience and observation, I realize how my values, beliefs, and perspectives about leadership continuously evolve over time. Recognizing these changes over time helps me better understand that people in organizations have different perspectives in life. This leadership narrative serve as important guiding principles for how I will lead at the organizational level and represents my thought, values and beliefs.
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.
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.
“In order to be a good leader, there are two things to remember. Lead from the Front and always set the Example. From these two leadership principles, everything else will fall into place.”
Early leadership theories focused on the qualities that distinguished leaders and followers, while later theories considered situational factors, specific skills and interpersonal relationships (Rost, 2007). The Great Man Theory and other trait theories suggest that leaders are born, not made. “Leadership comes from an inherited set of qualities and traits that make some individuals, usually men, better suited for leadership” Northouse, (2007) p. 162).
As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several separate focus areas and identified my overall strengths and weaknesses as a leader. Over the course of this paper I will briefly discuss each one of these assessments and journal entries as they pertained to me and my leadership.
The commander is arguably the most experienced leader in the organization. His value of leader development will influence the rest of the Soldier’s value of leader development accordingly. The commander is responsible for ensuring the unit has a leader development program and that it is nested with everyday training. His vision for the unit’s leader development program will shape how the S3 incorporates the development program into the unit’s training plan. The commander must establish a climate that values leader development by being open to constructive criticism and recommendations from subordinates. LTC Fullerton quickly implemented this technique in the first week of his command and demonstrated it during his first meeting with MAJ Kane. Fullerton asked Kane for his view on things and how to improve the battalion. The commander must invest time in getting to know his subordinates and their needs as well. A one size fits all leader development program might get the leaders as an aggregate to a certain point, but after that the commander will need to identify subordinate strengths and weaknesses in order to continue to develop those leaders for the future. A great example of this from the L204 case study was LTC Fullerton moving the BN S4 LT Cunningham to become the Company XO for CPT Benizi. As explained above the commander’s role in leader development really seeps into every aspect of the organization. He is responsible for setting the climate, ensuring the S3 is incorporating into the training calendar, developing relationships t...