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Toxic leadership example
Toxic leadership example
Workplace violence reserach
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We can learn good leadership from the examples set by truly outstanding leaders who come before us. Exceptional men and women who are highly positive role models teaching us life lessons and how to become good leaders in our own right. Yet, how to we know how not to act? Who do we learn from in order to insure we are not being a bad leader? I am fortunate enough to have learned invaluable lessons on how not to act from one of the finest examples of a truly toxic leader I can imagine. My first taste of truly toxic leadership comes in the winter of 2006 at Fort Hood, Texas. I was a young captain newly assigned as the commander of HHC 2-135 General Support Aviation Battalion (GSAB) being my second company command immediately following Chinook …show more content…
All be it that Col Sevier is attempting to enforce his safety policy but his meth is one of fear and coercive ranting. Through his negative examples I learned a better way of addressing situations and solving problems. First it is completely unnecessary to yell or berate Soldiers in public to accomplish a task. I will agree that immediate corrective action is necessary, especially when safety is involved, however a simple method I use during instance such as this is having all of the Soldiers in the areas stop what they are doing calling them together. At which time we engage in an open discussion about the importance of following the safety practices and how it benefits them as individuals, their team, and the organization as a whole. Addressing situations addressed in this manner will always yield more positive results for a longer term over yelling, berating and throwing things like a mad man. In my method I may even go as far as having the offending Soldier do twenty pushups in front of the group as an additional personal reminder for themselves and others. Also, I’ll address the issue briefly with their company command team, ensure they are putting a proper system in place to correct the action following up with spot checks and safety awards for a job well …show more content…
A rock in the storm for many, especially the enlisted Soldiers is our brigade Command Sergeant Major Bradley Brandt. CSM Brandt is a fair leader who cares for the Soldiers as a good CSM should and is well respected by his peers and Soldiers alike. He does his very best throughout the train up and deployment to be a good buffer for the Soldiers and holds true to the tenants of Followership by never speaking a foul word about the Brigade Commander or his often strange behavior. One day in the late spring of 2007 CSM Brandt is with COL Sevier the commander’s office standing on the opposite side of the desk as the discussion comes to a head. The CSM, who I might mention is about 6’3” and a sturdy 250 pounds or more grabs the desk and starts pushing until Sevier, who is of small stature at about 5’6” and all of 140 pounds, is pinned up against the wall. He then tells the Brigade Commander what he really thinks about him, where he could go and what he could do with himself. CSM Brandt is sent home the next day under the pretext of a medical evacuation due to combat stress. CSM Brandt recounts to me later after we met back up in Texas, “I just couldn’t take it anymore, I had all that I could handle from that…..” and he continues with a few colorful choice words. Sevier in his arrogance would
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
The 3rd Brigade, 101st Airborne Division, a unit known as the Rakkasans, were conducting Operation Iron Triangle in 2006 in Iraq when soldiers killed eight unarmed Iraqi men. The US military severely reprimanded the Commander of the Rakkasans, COL Michael Steele, for the unethical command climate his leadership allowed to exist within the unit at that time. This unit will need a new commander that can set and maintain an effective, ethical command climate through his leadership. That new commander should resolve the issues that led to the reported war crime in order to establish a culture that perpetuates an ethical command climate.
On 2/8/18 at approximately 1845 hrs a fight was called over the radio, Sgt Barrett, Kyle responded. When Sgt Barrett arrived at D Bldg, Sgt Barrett saw I/M Hills, William (GDC 524378 W/M STG: Aryan Brotherhood) outside next to the D1 window bleeding from his head. Sgt Barrett then went to D1 cell 24 to check on I/M Swann, Stacy (GDC 820663 W/M No STG) was his room extremely agitated. While Sgt Barrett was talking to I/M Swann Sgt Barrett noticed that there were lacerations to his head, blood on the floor and on his hands. Sgt Barrett then instructed I/M Swann to come to the door to be handcuffed, I/M Swann complied. No force was used. I/M Hills was escorted by Sgt James from D yard to Medical for evaluation. After I/M Hills left the yard Sgt Barrett then escorted I/M Swann from D Bldg to Medical for evaluation.
When I arrived at my first unit, the 172nd Stryker Brigade Combat Team, Fort Wainwright, Alaska, I was assigned as a Prophet Team leader by SFC Miser, my platoon sergeant. For someone fresh out of AIT, this was a daunting task. I had no experience tactically or technically. In addition, I was appointed over three PFCs who have been in the unit for a year. Soon, I felt disaster was looming over my head. One month later, two of the PFCs asked me to resign as the team leader. I felt humiliated. Later, SFC Miser pulled me into his office and explained to me why he chose me as a team leader. He saw there was potential in me to be a good leader. He told me as long as I remained diligent in accomplishing my missions and demonstrated my willingness to take care of my Soldiers, my Soldiers’ opinion about me would change. So, I spent extra time learning the systems and went out of my way to attend to the needs of my teammates. I quickly earned their trust and confidence. Since then, I never forgot what I had
Supervisors such as these promote themselves through visible short-range demonstrations of accomplishments, but are unconcerned with staff development or morale (Reed, 2004, p. 67). Toxic leaders affect the atmosphere of an agency by creating a demotivational environment while attendin...
As a leader we are expected to adhere to the standard and expect our subordinate to do the same. I have had one soldier in particular that does not agree with the battle buddy system. In AIT we have the same standards as in basic training every student is designated a battle buddy that has to be with at all times. This particular soldier has continuously been counseled on many occasions about having the proper battle buddy and not being alone ever! She ends up alone on many occasions and does not seem to understand why the battle buddy system is in place. Even though she has been a challenge I have remained patient with her, and explained why this rule is in place. We have made strides in leaps and bounds with this soldier. Just giving that extra time has opened her up to understanding and willingness to change. If you can get through to the soldiers by giving them some one on one time and really caring about where they come from as well then you have been successful in your mission. If you can give some extra for whatever they need while getting the mission accomplished, then you have become an advantageous
Leadership is that process in which one person sets the purpose or direction for one or more other persons and gets them to move along together with him or her and with each other in that direction with competence and full commitment (Elliott, 2009). Leadership is supposed to guide people to attain a particular set vision. Motivation is fundamental in the process of leadership as if there is no motivation there will be laxity among the people involved. It is also a critical scenario for leadership to have followers; this will infer a relationship between leaders and followers (Frank, 2003).
Almost everyone has had the misfortune of having a leader that should not be in the position of leading others. Unfortunately, I have been in that position. I have had bad managers and supervisors in not just one job, but in two entirely different jobs. One of the jobs was a nutrition associate in a hospital kitchen. The other job was at the restaurant, Cracker Barrel, as a hostess. I will be pulling my experience from both jobs to explain why these leaders were not fit for the position that they held and what they could have done different to be a more effective leader.
I was a private and was assigned to first platoon, this is where I was introduced to my Team Leader, a sergeant that I would follow and not question his leadership nor that of my chain of command. As I was integrated into the platoon, I was somewhat afraid of my Team Leader due to the fact that he was a Noncommissioned Officer, I would stand at parade rest when he would walk by or when I spoke to him because it’s what I was taught to do and the respect I had for the
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
One very important aspect of a great leader is to lead by example. Any person in a position to guide others cannot ask the team to do one thing and act in the complete opposite way. This is a sure way to show that the leader has a need to show power and quickly loose respect from those who should be learning from him or her. Being a role model is importan...
Over the years I have learned many lessons in leadership from different NCOs and civilians I have worked under, as well as various commanders. It is my hypothesis that the leader who will most affect one’s career is that first leader who spends the time to mentor the young Soldier. The leader who had the most influence over me was Staff Sergeant James M. (J.J.) Johnson, Junior. He was not the best NCO in the world, but he was the consistent NCO in my world. I met him at my first duty station, Operations Company, U.S. Army Field Station Korea (OPNS Co., USAFSK) in September, 1983. He was one of many NCOs in a very tangled and confusing chain of command, but he was identified as my squad leader. I learned all about event oriented counseling from him, and that there are promotions and demotions. After serving a year at the Field Station, I PCSd to the 102nd MI Bn, 2nd Infantry Division at Camp Hovey, participating in the QuickFix Platoon, a heliborne collection and jamming platform. I hit my first re-enlistment at the 2nd ID and chose USAFSK as my assignment of choice. My platoon also decided that I had grown enough to be boarded for Sergeant, so that was my reward for a wonderful tactical year.
...er, the damage had already been done in terms of my subordinate's perception of my leadership abilities. This incident is the perfect example of toxic leadership and an abuse of his position power as defined in the Full Range Leadership Lesson. Ultimately, I kept my attention focused on the tasks at hand, persevered, and accomplished the mission. Fortunately, I was able to show my subordinates that the way the commander conducted himself in that situation was not appropriate, which had a positive effect.
Throughout my life I have encountered the chance to experience position of being a leader. Being part of groups in university for class presentations, being the organizing secretary of my campus fellowship, being a youth leader in my church and the church admin, also being part of a family. Leaders are charismatic, inspirational and trust worthy. I have gained some important qualities of being a good leader through these experiences. Most of the valuable leadership’s characteristics that I obtained and strengthened are: learn to become a better leader every day, how to be a team player, to be a better listener, to be an effective communicator, to have more patience, not afraid of constructive criticism, to be outspoken, and to be a problem solver. Even though I have gained a lot, I still have more things to learn to become a better leader such as being more assertive, being more disciplined, becoming a better public speaker, and learn how to be realistic and not too optimistic. You are a leader if someone else choses to follow you.
By violating simple guidance put forth by the Army Chief of Staff, is a direct smack in the