The second scenario involves Officer Smith and his behavior in the department. Any new policy changes, orders or directives that are given out at roll call, Officer Smith responds to them in a sarcastic manner. Following a suspension of Officer Smith by his sergeant, Officer Smith starts to lack in work productivity. It appears that Officer Smith has the respect of his peers for his leadership abilities, but his recent behavior has become alarming. It appears that Officer Smith is displaying attributes of a defeatist. “Defeatists are those who resist every new idea. Change is something of which to be skeptical, and enjoyment is only found in performing a cynical role. These officers never say anything good about anyone or anything. They are chronic “bitchers.” They never have solutions, feel comfortable being disrupters, and are rigid. The name of the game is that no one wins; everyone is a loser” (More & Miller, 2015). The defeatist behavior displayed by Officer Smith, eventually led to his sergeant bringing disciplinary action charges against him. The sergeant appeared to have gotten to the point where he felt that Officer Smith’s behavior was becoming detrimental to the department. The sergeant could have possibly handled the manner in a …show more content…
If it is truly a case of Officer Smith, just being increasingly defeatist then the sergeant may not be able to change that. He could ask Officer Smith what specifically is bothering him about the changes, his ability to adapt to the changes or if something else is bothering him. The sergeant shouldn’t have to get on his knees and hands and plead with Officer Smith to change his behavior, but instead try to understand the underlying cause of it. Hopefully, getting to the underlying cause of Officer Smith’s attitude and having effective communication with Officer Smith, the sergeant can start to get more productivity out of Smith
Gilmartin begins by describing the typical rookie officer. Most are energetic, idealistic, enthusiastic and very driven. Quickly this enthusiasm can change from one of positivity to one that is very cynical and emotionally charged. These behaviors and thoughts over time if not corrected become exacerbated leading to noticeable mental and physical changes. The author, Gilmartin, uses personal experiences and other real life stories effectively so that many officers can relate and identify with the topic of the book.
Sergeants of Marines are considered the backbone of the Corps, but a steady rise of fearful NCO’s, is now a common trend. Not ones that fear the terrors of war, violence, or bloodshed, but Marines that fear the pen on a piece of paper, both in combat as well as in Garrison. These are Sergeants that wait for the answer and accept what their being told without debate as opposed to taking split second moves that could be the lifesaving moments needed for their team in a real world scenario. The first step to correcting this problem is at the NCO level. Decisiveness is a leadership trait that is detrimental to the noncommissioned officers reputation within the Marine Corps. By encouraging outside the box thinking and making decisions with full confidence, Marines gain what is needed to ultimately decide when it matters, and most importantly influence junior marines by reinforcing this leadership trait.
In the movie We Were Soldiers Mel Gibson plays Lieutenant Colonel (LTC) Hal Moore during the Vietnam War era. He takes command of the infamous General Custard Battalion 1-7 Cavalry and adopts some very innovative tactics to apply during battle. He exudes various leadership traits to motivate his men to go into battle. This paper will discuss some of the traits portrayed in the movie and how it carries over into the business environment.
... of the problem or coming to the attention of the toxic leader? In truth he does not, keeping documentation of personal experience is about all he can do, it will require many courageous officers doing this same thing, and coming forward as a group, to hope to affect any positive impact upon the situation. Moreover, such actions will, given the distrust engendered in a toxic working environment, likely be perceived by the receiving authority as ‘mutinous,’ or, equally ironic, as placing individual interests ahead of those of the agency.
...the form of oppositions but the need to train soldiers has got to be at the top of our list no matter what we do. We as leaders must continuously look for ways to challenge our subordinates and ensure they have the experience in dealing with tough issues. The soldiers under us must be pushed every day to face tough decisions and make decision on how to navigate those tough decisions.
Officer Clay Collins is a Sheriff and Guard for the Charles County Sheriff’s department and has been with their department for over ten years. He was born and raised in Washington D.C but moved to La Plata, Maryland at the age 16. He is currently attending the University of Mary Washington and majoring in Criminal Justice. He is the husband to Heather McKeown Collins, a professor at the College of Southern Maryland and father of two Claire and Connor Collins. Clay has not graduated college yet but plans to finish in 2018 with a bachelor’s in criminal Justice. He entered Mary Washington his freshmen year undeclared
With all the authority and power that is gained by being a police officer, the job is bound to attract a few individuals looking to take advantage. While recruiting, the police aim to weed out those unfit for the job and its included responsibilities, but no system is perfect. Sometimes there are officers that take advantage of the system, just like people may do in any other job.
Creating ways to handle problems with guidance approach are very much like a journey to me. Teachers practice guidance when they help children to learn from their mistakes, rather than punish them for mistake they make, and it should not be considered as misbehaviour, but as mistaken behaviour. This reminds us that Child is just at the beginning of a lifelong learning process. At this stage we all make mistakes. Mistaken behaviour is made up of three different levels which in themselves explain each level in the learning process as they lack the experience and interaction to know the difference and therefore make errors in judgement in their actions. The three levels
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.
A various points throughout the night we came across other officers who were dealing with accidents and various other tasks. Unless there was a rush to respond to a call, Officer Crutchman would slow his cruiser down and check to see if his fellow officers required assistance. Furthermore, after assisting multiple officers from his unit in a potential trespass violation at a local school, instead of driving going about their separate ways the officers began swapping arrest stories and offering their opinions on the progression of the resulting criminal cases. Afterwards, between some hilarious joke telling, the talk moved to personal and professional concerns and issues; one officer had a badly fitting bullet-proof vest that was on loan. Officer Crutchman offered to give his extra armor to his fellow officer since they were around the same
This paper is an attempt to articulate the organizational change that is taking place within the Police Department and how the existing norms, culture, and organizational profile affect the desired change, as well as the resistance to change that might be affecting the change agent and the personnel affected by the change.
Jerry is a 19 year old African-American male college student who has developed a phobia with heights. When he tries to walk across a bridge, for example, he begins to panic, which results in him backing away and avoiding going across at all. It has interfered with his life to the point that he avoids taking classes that are on the upper floors of buildings, and chooses to drive to school from over an hour away in order to avoid staying in a dorm room, since the only ones that were available were on the fifth floor and above. He has had fears of heights ever since he was 10, after he had a traumatic experience when he was trapped on a rollercoaster when it stalled for several hours while he was on it, forcing him to be caught looking down at
During morning PT on Ft. Campbell, CSM Hambrick was a regular fixture along the run route and throughout the Brigade’s footprint. He always encouraged leaders to participate in daily PT with their subordinates and regularly joined them as well. CSM Hambrick showed up during an APFT and asked me what my best run time was. After receiving my answer, he told me that he believed I could do better and he would run with me to prove it. I took an entire minute off of my run during that APFT. After the APFT he gathered the present NCOs and explained the importance of breathing excellence into your subordinates. He always stressed that it was important for Soldiers to know that their leader supported them and expected greatness. In reflection, I realize that he was also demonstrating that an effective leader leverages every available opportunity as a teaching
The level of discipline in the ranks of the Army has severely declined in the last decade. In
As stewards of the Army Profession, they are the epitome of what Soldiers aim to be. Through professional and personal experiences, Sergeants Major (SGM) acquires necessary skills and tools to effectively deal with adversity. It is for this reason that in the midst of challenges, chaos, and difficult situations Sergeants Major are the beacon of light, the common sense in the equation, the “Go To” person for guidance and hope, or the solution for all issues. Applying positive psychology, Sergeants Major are able to provide sound judgment and advice to commanders, staffs, and subordinates. Additionally, the application of positive psychology fosters camaraderie, builds a healthy work environment, and creates a positive culture within the organization. The purpose of this paper is to describe the concepts of positive psychology, positive leadership, and master resilience training (MRT) and how Sergeants Major promote these factors to enhance organizational