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courage and the responsibilities of leadership
characteristics of a good army leader
characteristics of a good army leader
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Introduction In this assignment, I will be discussing the following topics: what command and control is, and why it is important to the Public Services, what skills and qualities are needed to be a good commander… Command and Control - What is it? Why is it Important in the Public Services? Command and control is vital to the Uniformed Public Services and to the way they function and operate. If there were no command and control the Public Services would not have the ability to take control of situations in order for them not to get out of hand. It is important because it maintains order and helps the Public Services run smoothly and efficiently. If there is very little, poor or no command and control then already bad or dangerous situations …show more content…
Some of these are: confidence, responsibility, calmness, logic, determination and integrity. The reasons these qualities are important for being a good commander are described below: Confidence – To have confidence is a vital quality. The reason being is that in the Army, for example, you work in teams, meaning you as a commander would be the leader of a team. In a team, members look up to and rely on their leader. This means that you, as their leader, need to be confident in your own judgements and decision-making. Responsibility – To be responsible is important when being a commander because as you progress up the ranks, for example, going from a team member to a team leader or from a private to a lance corporal, your responsibilities intensify. You must be able to have responsibility over your job otherwise it can represent yourself as untrustworthy and lazy as well as many other negative appearances. For example, if you delegate someone else to hold some of your responsibility, so a task of yours to complete, and they do not complete that task to the set standards, then you are responsible for how that person completed the task. If there is no responsibility in a commander then, that commander puts their team members in danger. However, if you are responsible, then it enables your team members to trust and count on you. They would also obey your orders more without
Commanders must be able to describe their operation visualization to staffs and subordinates. It fosters a working relationship and a shared understanding of the situation, mission and intent. Without description of mission command from the commander, a unit may not be able to accomplish their task or mission.
This essay will evaluate Eisenhower’s leadership of his command team using Gerras and Clark’s Effective Team Leadership element communication. Eisenhower improved his communication skills by establishing regular monthly meetings with field commanders and established one single Command Post. In addition, this essay will evaluate Eisenhower organizational command climate by using Jones’, Improving Accountability for Effective Command Climate article. Finally, Eisenhower improved his organization climate by directing a command climate assessment for each commanders, which led to restructuring of commands and units. This essay will determine if Eisenhower was or was not successful in improving communication and transforming organizational climate.
Mission command is the commander's use of authority and direction to empower adaptive leaders in the conduct of unified land operations. It helps subordinates exercise disciplined initiative when operating within their commander’s intent. To facilitate effective mission command, commanders must accomplish four consecutive stages of the operations process. They must thoroughly understand the problem, visualize a solution that achieves a desired end state, and then accurately describe this visualization in order to direct the organization. Commanders continually lead and assess their organizations and provide input and influence to their subordinates and staff.
Being in the military I have came across a number of different leadership/management styles and tried to adopt some of those that I thought were effective. The values that we hold in the military are expected to be at a higher standard then our civilian counterpart. This is something that I do not take for granted and try to live by our core values. The core values in the Air Force are what guide our organization and something that I have tried to represent my whole Air Force career. “In May 1995, then-Secretary of the Air Force Sheila Widnall, and then-Chief of Staff of the Air Force, Gen. Ronald Fogleman, established the Air Force Core Values: Integrity First, Service Before Self, and Excellence in All We Do.” If you as a manager can abide by these values while supervising your people, no matter how many that would be, then morally you can feel like you did your best as a manager.
Adding to that quality is confidence, and it’s a quality that every great leader requires. A great leader should desire to be assertive and confident; confidence in a leader doesn’t only make the leader look more appealing but also inspires trust. A confident leader has the ability to rally his/her followers to any cause.
Leaders have a responsibility to ensure that the organization is running effectively. In addition, the decisions that are made should be in the best interest of the organization, therefore, the leader should ensure that the decisions are moving the organization closer to its vision. According to Manning and Curtis (2015), there are 10 qualities that influence the leadership process: Vision, Ability, Enthusiasm, Stability, Concern for others, Self-confidence, Persistence, Vitality, Charisma, and Integrity. Leaders have to consider these 10 qualities when making effective decisions about the organization. Conversely, when these qualities do not influence the decision-making process for leaders, the organizational leader is not possessing
Trustworthiness in a leader will instill confidence in students, patients and other coworkers (Northouse, 2016, p. 38). Also, having a sense of empathy will show people that you understand and can relate to their problems (Northhouse, 2016, p. 38). The weakest traits were self-confidence, self-assured, and determined (Northhouse, 2016, p.38). Self-confidence has always been a weakness and something I continue to work on daily. As a leader, I must show confidence in myself in order for others to have confidence in
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
Army leadership is more than hut, two, three, four, or mindless dictated leader-development programs. According to the Army’s leadership doctrinal manual, Field Manual (FM) 6-22, Army leadership is “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization”. The "be" of the model refers to the morals and qualities that shape character; as essential qualities, and the identity of the leader. The “know “refers to the knowledge that the leader should use in leadership, as well as knowledge about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. From an Army standpoint, leaders are not operational until they apply the skills and knowledge they possess, and, as with knowledge, leaders will learn more about leadership as they serve in different positions. The “do” refers to what a leader does or his or her actions that are directly related to the stimulus they have, the situation, and those around Them (“Be, Know, And Do”,
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. 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.
Controlling in management is a function of management that is concerned with making sure that all other functions of the management are put in place and operated effectively. Controlling ensures that it has taken into consideration the monitoring of the output of the employees as well as the establishing standards of performance that will guarantee that the performance of the will always meets the set standards (Spellman,
“An Army leader is any one who by virtue of assumed role or assigned responsibility inspires and influences peoples to accomplish organizational goals. She or He motivates people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.1” But for him to do that effectively and efficiently , he has to be prepared, shaped and refined. There are few institutions to prepare such leaders and CGSC is one of those institutions which are mandated, organized and equipped to prepare such leaders. In implementing its mandate, CGSC has programmed ILE common core C 100 to provide foundations for effective leadership development. The lessons covered in this block of instructions are important pillars of leadership development and impact on officers differently depending on the fields/specialties and the level of positions held. This paper therefore attempts to discuss the relevance of critical thinking and problem solving, group decision making, overcoming biases, planning and order production lessons on my future assignment as a logistics staff officer.
Organizing: Builds up structures, materials and human. Forecasting: Provide means, examine the future, draw up the action plans. Control: Seeing that everything occurs in conformity with established rules. Commanding: binds together and harmonizes the activity and
Self-confidence is one of the most important qualities that determine a good leader. Self-confidence is the belief in oneself and of one’s powers and abilities. It is the attitude that people possess that allows them to have positive views and to trust their own abilities. Self-confidence is an extremely important attribute to have. Leadership is all about having the confidence to make decisions. If they are afraid to make and commit to their decisions, all of the communication and authority they have will make no difference. They need to guts to motivate others, and if they waver even slightly, their followers will start to doubt them. An example of leaders having self-confidence is the students at school who organized their own clubs. They have the courage to pitch new ideas, and are not afraid to talk to other students about it. Teachers are natural born leaders. Everyday, they have to face hundreds of students to lead them onto the correct path through learning. Without self-confidence, they will not be able to do their job.
The purpose of this report is showing how to apply the control process in the