Introduction This research written on Chapter 3, Emotions and Moods. My business issue is on the effect emotions on job performance that deals with Soldiers in the Military. My business issue is based on my direct observation as a Chaplain Assistant and watching the behavior of Soldiers. My business issue will be analyzed using the following two core concepts emotional labor and affective events theory. Background As a Chaplain Assistant in Army, I get to observe the behavior of Soldiers when it comes to their job performance and how their leaders evaluate them. I observe how Soldiers value their job performance when they are trying to get promoted or just trying to do the right thing because they believe in the Army Values. First, …show more content…
As a Senior Non-Commission Officer I have to accomplish any mission that is giving to me regardless of how I feel about it. This is felt emotions “are individual’s actual emotions” (Robbins & Judge, 2009, p.261). Soldiers can’t let their actual emotions get in the way of accomplishing a mission and that includes me. We relate emotional labor and leadership to emotional contagion, and emotional expression to current leadership theories. These two sections explain the processes by which emotional labor influences leadership (Humphrey, R. & Pollack, M., 2008). This as leaders thinks what influences leadership and that emotional labor along with our emotional expression. This is because we show our expression in how we feel about certain things but most of all our Soldiers. Authentic leaders lead from the front, going in advance of others when there is a risk of doing so. They model confidence, hope, optimism, and resiliency, which inspire others to action (Humphrey, R. & Pollack, M., 2008). This is very important when it comes to leaders of Army they lead from the front and doing everything with their …show more content…
Soldiers react to things that might happen to them at work and which will influence their job performance. Some might feel that some Soldiers are getting better treatment than them so they start to feel a certain way which will influence their job performance and how they feel about their job. Therefore, AET is concerned with how employees feel while working, the workplace events which cause those feelings and, the impact the feelings have on organizational attitudes and behaviors (Mitchell, L. 2011). As a leader I’m concern about how the Soldiers that work under feels while working for me and how they feel about the work place. This is very important because as leaders it’s our job to make sure that Soldiers feel respected and treated fairly which will make the work place and events happier for them. Conclusion In the end job performance can be determine the emotions of soldiers and their work place. If a Soldier feels that their leaders or the organization is causing conflicts with them it would affect how the Soldier feels about the job. It would also effect the performance of the Soldier as well. It’s in the best interest of leaders to understand how their actions and those around them will affect the emotions of their Soldiers. Also how it would
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
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
Black Hearts is a great example of the reality on how severe bad leadership skills can ripple throughout a unit and impact its overall mission. This book serves as a guide for future leaders of America and will set the examples of what not to do in leadership positions. The lessons we can take from these soldiers can help us as potential leaders to become more competent and effective. The fact that this book focused on the hardships, poor decisions and sound judgment of the soldiers it helped emphasize on what was not the best choice of action and leaves a moment for you as the audience to think how you would of done it better. So right or wrong there was a lesson to be learned and the book did a good job including the reader. This book puts you in the shoes of a small group of soldiers from the 502nd Infantry Regiment and gives you an up close and personal take on the experience of the soldiers, from the bottom of the the ranks all the way up to the commander. 502nd Bravo Company 1st platoon deployed in the fall of 2005 into one of the most dangerous battle zones in Iraq known as the “Triangle of Death”. Thrown into the heartland of a growing insurgency, with undefined goals and a shortage of manpower, Bravo Company began piling up casualties at an alarming rate. They suffered many losses, as well as mental anguish. Because of the long and tragic deployment, a collapse in leadership began to unfold causing one of the most tragic, brutal, and infamous deployments in U.S Army history. There were many reasons that caused the deconstruction of leadership, and eventually, the actions of the soldiers accompanied by the lack of control, lead to the rape and murder of an innocent Iraqi girl and her family. This is a story about character...
army values soldiers that are accountable for their actions. Being accountable means being dependable-arriving to work and appointments on time, meeting deadlines, being in the right place at the right time, doing the right thing at the right time. Morning formation is the most important formation of the day. It is made to get accountability of everyone and put out any information that there needs to be dealt with. Without having accountability there is noknowing of where everybody is or what 's going on. As a result of me showing up late and not calling in I am pending u.s.m.j action under article 15. know knowing the severity of the I have realized that is an important asset always showing up on time at the right place of duty. Not only does accountability matter in formation it is also imperative to have accountability of all your weapons and sensitive items. Incase of something happening spontaniousley and you don 't have any knowing of how much and where everything is there is alot of confusion and drama. Any time anything happens or you are preparing to go to the field or deployment of course you have to have accountability and order. Without that there would be chaos. Not only being accounted for you have to be responsible and reliable. A person who does as promised can be considered as reliable. Reliability is an admirable characteristic. People don 't like to deal with those who are unreliable. They 'd rather give their business and rewards to the person
However, development starts day one with training. Therefore, the Soldiers have to be experts who have assumed the character and identity of the profession; professionalism in Soldiers enables them to perform their duties with lots of motivation and inspiration. For example, 42A - The Human Resources (HR) Sergeant supervises, performs personnel and administrative functions in support of company, battery, and troop; detachments at division, corps, and echelons above corps must master their skill level in an effort to be a subject matter expert in their profession. The functions of Human Resource support four fundamental competencies: Man the Force (ex. Strength reporting), Provide HR Services (ex. Postal operations), Coordinate Personnel Support (ex. Morale, welfare, and Recreation), and Conduct HR Planning and Operations (ex. Planning and operations) in which a HR personnel must accomplish to support the mission. As a result, a professional Soldier should meet very high standards of a profession, for example character, competence, expertise and morality to fulfil their HR role. These standards are attained through rigorous training, development, and educating the Soldiers on how to serve the nation and the constitution as professionals. After nine years of war, which erupted from 9/11 we assess the attributes
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
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
After several relentless months of seeing my soldiers for short spurts of time I began to see the change begin. Begin to see the soldiers that I had trained, the soldiers that would never make mistakes on their off time, would never slack on physical training. Well, they began doing all of these things. Over the span of another month I could sense their morale was beginning to decline, their attitudes and desires were becoming lackadaisical to say the least. This disheartened me as I knew the potential these soldiers had and to see them in this state upset me.
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.
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.
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
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.
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.”