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Transformational leadership core concepts short essay
Reflection essay on transformational leadership
Reflection essay on transformational leadership
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In this essay I will explain how the Full-Range Leadership Model (FRLM) concepts apply to the safety situation on XYZ Air Base. I will tell how I would apply these concepts to conduct team-building within the Safety office and across the base to address the serious safety problems. Lastly, I will formulate an action plan for the Wing Commander, so she can more effectively combat the alarming trends on base.
Capt Matthews has let the safety situation on base slip for too long. The issue is not his lack of desire to fix it; rather it is his lack of leadership to motivate his Safety office and get them working together towards a common goal. It is clear to me that Capt Matthews displays some characteristics associated with laissez-faire leadership. He has failed to develop his people and take charge of the issue at hand. This lack of leadership has created a safety office that does not trust or work well together. Col Parker was right to replace Capt Matthews and put a new leader in his place. The fact that there have been fifteen safety accidents and four deaths while Capt Matthews was in charge of safety is unacceptable.
In taking over for Capt Matthews, it is important to realize the lack of leadership his subordinates have grown accustomed to. They are not used to being motivated or having someone value their input. The best way to start my new job is to show my subordinates that I care about them and accomplishing the mission. Additionally, I would need more specific information than what has been provided. Details such as exactly how many drivers have been caught texting or on their cell phones while driving.
The first thing that needs to be done is to establish a strategy to turn the situation around. I...
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...g, talking on a cell phone or speeding. This safety day would also incorporate any ideas or changes that my team put forward. I am sure that with the combined experience of the team we could change things both on and off base.
In this essay, I have explained how I would employ the FRLM to combat the rash of driving accidents on and off base. Elements of the FRLM (transformational and the transactional) would be used to transform not only the safety office, but also the entire base. In being a solid leader, I would change the base’s attitude toward driving while texting, talking and speeding. I have developed an action plan the Wing Commander can use to reduce traffic accidents involving base personnel. Through stiffer fines, rewards and education I would seek to make the base a safer place. The FRLM would play an important role in accomplishing this goal.
As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing
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
The performance of Major General Ambrose E. Burnside at the helm of the Army of the Potomac can be characterized as less than stellar. His failures to understand, describe, lead, and assess during the Battle of Fredericksburg ultimately led to his army’s defeat and the death of tens of thousands of Federal soldiers. The fate of the mission and our soldiers rely on our ability to conduct mission command activities. It is essential we learn from the grave mistakes of the commanders of the past and become prepared to carry out these activities when we are called to do
Leadership at the tactical level is built on personal interaction. This type of leadership is face to face and encourages adherence to policy and procedures. This leadership also takes into account the human element of command. In the LW course, we studied numerous leaders that exhibited this type of leadership style. Robin Olds was a leader that transformed the squadron they led. Three keys to their leadership were mission success, people focus, and espirt de corps.
... book to characters in other novels, you begin to see styles of leadership that are used and the effectiveness that they can have on a person’s character and ability to accomplish a mission. I feel as if a constant leadership style was put in charge from the beginning of their deployment that followed the standard that was necessary, then the soldiers would have been unable to commit the crimes they did during their deployment. On the flipside of that coin, I feel as if more competent leaders had existed through the tumultuous time of the deployment, they would have been able to adapt to the situation and control the soldiers they were responsible for no matter how difficult the deployment became. Despite the fact that 11 of 33 original 1st platoon leaders were removed by the end of the deployment a strong leader duo could have prevented the actions that took place.
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
Prior to the deployment he was removed from that position to serve on the MiTT. However, a few months into the deployment, in December 2005, SFC Gallagher was re-assigned as the Platoon Sergeant in order to fix the problems circulating throughout 1st Platoon. Many of his critics described SFC Gallagher as being too critical and dismissive of his own men (Frederick, 2010, p. 175). Upon his arrival back to the Platoon, the overall census seemed to be that the Soldiers were not too happy about his return. Throughout his time serving as the Platoon Sergeant, which was only a little over a month, I believe SFC Gallagher displayed certain attributes that a positive leader should have. SFC Gallagher, unlike his future replacement, SFC Fenlason, was always leading from the front according to the members of 1st Platoon (Frederick, 2010, p.
Path-goal theory deals with the leader's style to motivate followers, to accomplish set goals (Northouse, 2010). The path-goal theory is simply the implication that a leader works with an individual to establish a goal. The leader does this by individual motivation to achieve the proposed goal, while working through obstacles that may hinder achieving that goal (Whitener, 2007). The basic assumption of path-goal theory is that the following motivates subordinates: the capability to perform the work, their efforts will result in a certain outcome, and the payoff will be worthwhile (Whitener, 2007). The path-goal theory is a pragmatic approach that the leader uses to motivate the followers to achieve the set goals.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
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.
It is very common in this day and age to become discontent with where you are at in leadership. One of the reasons for this discontentment can be because influencing all of those around us is not an easy thing to do. If we are to not only stay content, but also excel in leadership we must keep in mind that ninety-nine percent of leadership does not come from the top of any given organization, but the middle. John C. Maxwell, author of The 360-Degree Leader, speaks to us about the principles that leaders can use to bring value and influence to any organization from any level within the organization, enabling them to do, what John C. Maxwell describes as leading up, leading across, and leading down.
The concept of leadership arises out of the need for cooperative action by human beings to achieve certain goals. Leadership seeks to identify and deploy the groups’ pooled resources to tackle problems in order to achieve set objectives. While human beings are independent and capable of individual action, there are many situations in real life that require dependence on one person or a small group of people who have a broad view of the intervening issues enabling them to direct the actions of the rest of the individuals. The degree of success from this effort is a measure of the leadership skill present within a team.
Develop an action plan - outline ways to correct the root causes of the problem, specific actions to be taken, identify who, what,
There are different leadership theories developed throughout the history. Most popular ones are trait theories, behavioral theories, contingency theories, and leader-member exchange (LMX) theory. The author of the post will briefly discuss two theories, Fiedler contingency theory and Leader-Member Exchange (LMX), and compare and contrast their strengths and weakness.
...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)