In the profession of being an Army leader, it is known that you will be given the responsibility of receiving missions, making decisions, and accepting full ownership of the results achieved by your unit. Leaders practice the art of control and command, but it is when leaders find themselves beyond their sphere of control when the effectiveness and authenticity of their leadership is tested. Time and experience inevitably will mold us into the leaders we put the work into being, but it is often overlooked how much control we have in creating influential and effective leadership styles along the way. Leadership is consistently referred to as a process in the Army, and it is natural to experience failures, but necessary to react with resilience. …show more content…
Often times there is no correct answer and a direct action is necessary to facilitate movement toward the objective. In these situations, maintaining confidence with clear and fluid communication will create more advantageous results. It is difficult to determine if making the decision with associated with impending risk will be pivotal in gaining ground and achieving the mission, or if the threat is too great to risk. As a leader and a nurse, I anticipate that I will be faced with many situations that require decision-making not outlined in all the education and resources I’ve come across. This is where personal courage and intuition are utilized in decision-making. ADP 6-22, Army Leadership states; “It takes personal courage to take the initiative to make something happen rather than standing by or withdrawing and hoping events will turn out well.” Executing a mission with appropriate justification for a leader’s decision-making may not always yield the intended results, but it is important to accept these failures with the intentions of using them as a training model for future …show more content…
Leaders should apply their influence to push soldiers to their maximum potential, and create opportunities for soldiers to become more well-rounded. To me this means that leaders work within their limits to facilitate training, motivate to perform at their greatest potential, and strengthening the skills and knowledge the soldiers are not confident in. In order to develop soldiers, a leader must establish trust among their soldiers, and maintain a relationship that is built upon mutual respect. Gaining this respect should be looked at as a privilege, and should not be taken for granted. The day to day actions and decisions of the leader should reflect their commitment they have for their soldiers by putting the needs of the team members before their own. The committed leader will be familiar with going down the road with the extra mile. The same committed leader has the capability to finish ahead of the unit, but understands they move only as fast as their slowest team
Part 1, The Basics of Leadership, Chapter 1 covers Fundamentals of Leadership while Roles and Relationships are covered in Chapter 2. This section describes and depicts levels of Leadership. We as a military are set apart from other non-military professions in that Soldiers must be prepared to use deadly force and have the courage required to close with and destroy the enemy. All leaders, from non-commissioned officers and warrant officers, to commissioned officers, inherently possess a great responsibility. The repercussions of decisions and actions impact the lives of Soldiers and their families. Additionally, these decisions affect the battlefield environment including enemy and non-combatants, both military and
Making a clinical decision is a skill that needs to be acquired, and nurses are accountable for any decision that is made, so they need to understand how they make decisions (Nursing and Midwifery Council (NMC), 2015). A greater understanding of how nurses make decision is essential to follow research and development of decision making skills (Clark et al, 2009) . A first step to a decision making process may entail understanding a framework or model. Baumann and Deber (1986) define decision making as situations in which a choice is made among a number of possible alternatives often involving values given to different outcomes”.
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.
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.
The role of a leader is often inaccurately defined as an individual who is in a position to give orders. However, there are enormous differences in the attributes of an outstanding leader, and one of mediocrity. An outstanding leader, above all else, is a role model for their peers. In doing so, a leader of the highest caliber is trustworthy in both their peer’s trust for the leader as well as the leader’s trust of their peers. A leader must also display exceptional skill in communication which transcends speaking and, more importantly, includes listening and consideration to the ideas presented to them. Furthermore, a leader must be supportive of and willing to help their peers build their own strengths. The attributes listed above represent only a small subset of what makes an outstanding leader. Yet,
This paper will discuss three theories of decision-making that can be adopted in nursing practice, additionally how decision-making theories are able to be implemented and used. Decision-making in nursing is adopted through the critical thinking process that provides each nurse a model to make the best choices, solve problems and to meet goals in clinical practice (Berman & Kozier 2018, pp. 199-200; Levett-Jones & Hoffman 2013, pp. 4-5). Effective decision-making in nursing is a vital component and part of the role of a registered nurse; each year a substantial number of patients die due to medical errors and poor decision-making (Levett-Jones & Hoffman 2013, pp. 4-5; Nibbelink & Brewer 2017, p. 3). Through the use of effective decision making
Leadership is a quality to direct the people but what is more important than an ability to direct is to secure obedience from the audience about that direction. People are a crowd and to persuade and motivate them to go for something collectively is the task of leadership. A leader knits these people into a team and then guides how to act in unity. A leader motivates his team with his action, personality and charisma to follow and perform the task given whole heartedly. However, this role of leadership is too general and seems easy to perform. This task becomes more and more difficult when there is a need of persuasion to go for martyrdom. In uniformed services, be it arm forces, police, fire brigade or any other, the employees are not just like any other employee in civil set ups. Their roles and duties ...
One may wonder exactly what it is that qualities a strong leader possesses. A strong leader is determined, and strong willed. They must be of good judgment, and without bias. They cannot easily be persuaded, and they are firm, yet at the same time, a good lead must also empathize with his subordinates, and have the best interest at heart for said subordinates, at all times. However, with that being said, a good leader cannot be afraid to discipline his subordinates when necessary. Unmistakably, being a leader is a very difficult feat – one which not everyone can accomplish. A leader must be an authority, a friend and a counsellor, all at once. They must be responsible, and always take into account the disadvantages of a situation. Not everyone is suitable to be a leader, whereas, just about anybody can be a good role model.
This discussion will focus on leadership as described by Robert Dees in The Resilience Trilogy, Resilient Leaders text. The points made in the book can be personally related. The three most important concepts learned from chapter 1 and 2 are tribulation, risk management, and selflessness. It is crucial for anyone is seeking to delve into leadership that everything will not happen as planned all the time. After a leader experience failure, knowing the avenues to take to regain a solid footing is also key to successful leadership. Often leaders who are unaware of available resources fold and give up. In the military profession, when someone gets knock down they get up brush themselves off and get back in the fight.
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 a code or emergency situation it is very important for the nurse leader to be able to make quick decisions. In this case, there would be little time to make a group decision and it would be appropriate for the leader to step up and be an autocratic leader. An autocratic leader exercises gr...
Military qualities include; loyalty to the nation, duty, and selfless service. If you 're looking to be the next leader in a military unit then you must determine what is expected of your unit. Leaders have a good morale, discipline, and proficiency. They are able to do what is asked of them and then some. They would literally die for what they believe in, and pass on their knowledge to younger generations to protect this country. If you 're wondering how to better improve your leadership skills, the military is the best place to look (Notes on Military Leadership, 2016) More often than not we think we can only find leaders in specific areas, but we 're wrong. Leaders can be found all over the world and can still have different virtues and values. What makes a good leader is how they present themselves and how they can gather people together and bring out their best qualities. Leaders exhibit traits that can be found in everyday people because leaders are just everyday people that want to make this a better world to live
The legacy a leader leaves is critical to the continued excellence and the future of the Army. In creating a legacy an Army leader inspires and motivates his soldiers, peers, and leaders to exceed their potential. In this paper, I hope to convey the lasting legacy one such leader left on me and to demonstrate the qualities he exhibited that inspired me to become a Noncommissioned Officer (NCO). Staff Sergeant (SSG) Daniel Minahan made a significant impact by motivating and inspiring me at a formative time in my career. SSG Minahan was the standard by which I measured myself and other NCOs by. His influence has guided me through my career as I have developed my own leadership legacy. I hope to also leave such a lasting legacy when my service to the Army and the Nation ends.
As General Dempsey states in his White Paper, “Leader development is an investment required to maintain the Army as a profession and is a key source of combat power. Leadership entails the repetitive exercise of discretionary judgments, all highly moral in nature, and represents the core function of the Army professional’s military art, whether leading a patrol in combat or making a major policy or budget decision in the Pentagon.”
Self-disciplined people are masters of their impulses. This mastery comes from the habit of doing the right thing. Self-discipline allows Army leaders to do the right thing regardless of the consequences for them or their subordinates. Under the extreme stress of combat, you and your team might be cut off and alone, fearing for your lives, and having to act without guidance or knowledge of what’s going on around you. Still, you—the leader—must think clearly and act reasonably. Self-discipline is the key to this kind of behavior.