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Discipline of army
Professionalism within the military
The profession of arms summary
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The Army is considered a profession consisting of a group of professionals (Soldiers) who have a duty to withhold the constitution as well as a duty to the American People, our client. Soldiers must remain professional in order to keep the Army as a profession. As with any profession, if true professionalism is not shown by the professionals in that organization, it will no longer be seen as a profession outside of that organization. To see the Army as a profession you must have professional Soldiers. Soldiers, no matter what rank, are the key to our client, the American People, having a professional outlook on the Army as a whole.
Leaders are key to ensuring Soldiers have the professional appearance and attitude needed through their skills, trust, leadership, character, and duty (The Profession of Arms 2010). A Soldier’s skill is based off what has been taught by their leadership and peers. If a Soldier does not possess the skill needed to complete their mission they will not be seen as a professional to peers or onlookers, while in garrison or overseas. Leadership is not only classified for leaders themselves, but how well lower enlisted Soldiers take charge when the mission
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Leaders need to be aware of the reflections they have on their Soldiers. The Human Resource (HR) Sergeant also holds an important role in the development of Soldiers. The HR Sergeant is in charge of ensuring Soldiers records are correct to include awards, civilian and military education, military schools, and many other key pieces that may enable a Soldier to be promoted, receive awards, or receive other favorable actions. The HR Sergeant may also guide Soldiers and mentor them to assist in the professional development of the individual Soldier. This can be very beneficial to enabling a Soldier to be perceived as a professional by raising their internal belief in themselves, their superiors, and the
“Military leadership qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential events—far more time-consuming and expensive than similar training in industry or government. Secondly, military leaders tend to hold high levels of responsibility and authority at low levels of our organizations. Finally, and perhaps most importantly, military leadership is based on a concept of duty, service, and self-sacrifice; we take an oath to that effect.”
The Army requires its members to adhere to prolonged training and learn specialized skills. From the moment a soldier transitions from the civilian sector into the Army, he is indoctrinated with training. Regardless of rank, the Army demands each soldier to be technically proficient and mentally competent in order to be qualified in a respective Military Occupation Specialty. As a soldier progresses in his military career, he is required to continue his education and training. Army leaders are expected and required to continue developing their skills through academic studies, operational experience, and institutional training. An opposing view argues that anyone can learn these skills; however, statistics show less than 0.5% of the population serves in the armed forces, indicating a soldier is a rare mix of intelligence and character.1 These lessons are necessary qualifications to achieve what General Martin Dempsey describes as “effectiveness rather than efficiency.”2 Much like the profession of medicine which must heal, the media which must provide truth, and law which must provide justice, the profession of arms must provide secur...
Dwight David Eisenhower (1955), the 34th President of the United States, gave an explicit definition of leadership, “The job of getting people really wanting to do something is the essence of leadership….” The Army, like any other civilian organization, defines different levels of leadership depending on a size of a unit a leader is in command of. Tactical and organizational leaderships are two first interconnected levels of leadership in the Army. Both levels of leadership have many commonalities regarding duties and responsibilities; yet they are very different in the way the leaders develop themselves, train, and take care of their soldiers.
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
As officers, the role and responsibility of our position is to the people we serve and the soldiers we lead. We have a responsibility for their well-being to ensure they are looked after and inspired to lead others themselves. We are their role model and guide. Additionally, stewardship is crucial to civil-military relations because it creates trust with the American people through our professional engagement. As an Army governed by Civilian Authority, it is vital to establish mutual respect and trust in order to influence national strategy and policy for the organization and resources of the
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
The human factor can never be predicted or assured, only assumed at best. Character building efforts thus far only address the Army as a whole, not the individual Soldiers and Leaders who make the Army what it is today. The professional character that the Army is looking to build is a personal choice for each Soldier. Professionalism internalizes for Soldiers and Leaders at different times in life, and at different times in their careers. There is no doctrine or class that will touch every Soldier, every Leader, at any age or maturity level, and from all lifestyles .
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.
The Army as a Profession of Arms, The Army’s Professional Culture, At the Core of Culture, the Army Ethic and The army Ethic and External Relations. The Human Resources Sergeant play an important role in each of this sections. The Army as a Profession of Arms; The Human Resources Sergeant need to be knowledge and efficient on the job. Professionals earn the trust of their customers through their ethical behavior, the Human Resources Sergeant need to be ethical and respectfully in the job, been proficient and respectfully helps the HR Personnel to gain the Soldier respect and thrust. The Soldier need to know that we are experts in our jobs and HR Personnel is ready to take any actions that help the Soldier in their personnel career and Family needs.
The United States Military have a vast variety of Military Occupational Skills (MOS). Human resource (HR) has one of the most critical MOS in the United States army. Human resources sergeants has one of the most difficult tasks when dealing with Soldiers issues, and guidance. Establishing the commanders intent, to adapting and evaluating, manning the force, integrating policies that benefit the force. Human resources has to overcome professional roles and adapt to make it a profession. HR needs to excel, develop, trust, expertise, service and values that contributes to our professional skills. Manifesting different qualities into our careers, will enhance our interpretation of our profession.
The reason for writing this paper is to discuss the differences between Combat and Garrison Leadership, over the past ten years we have been in combat with Afghanistan, Iraq and other countries. Soldiers these days have adopted many techniques to overcome how the Army operates and have a clear distinction between the Army life and Garrison environment. The army today has many young Soldiers that have to step in and conduct themselves in higher ranks because the Army needs those young Soldiers ready to take on the higher challenge. Combat leadership versus Garrison Leadership both can be stressful at times, but Combat Leadership is the most stressful in my opinion.
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.
The Army spends a great deal of time making followers into leaders and leaders into followers by utilizing several levels of training throughout their military career. This training allows a Soldier to perfect the knowledge and skills required to be an effective leader in every aspect of their job. ...
Most lack the ability to differentiate between an enlisted or a commissioned soldier. To society we are all soldiers. We are all grunts. We are all war-fighters. I believe that is where it becomes the officer’s responsibility to display what they have been taught. officers should be model soldier at all times. Upholding both the Army values and the rules set forth within the regulations, while ensuring all subordinates are following the same standard. Officers should always be aware that any action taken and every word spoke will be the image that is seen by society as the “Military Standard”. It is the officer’s duty to express and display the level of professionalism expected out of the greatest fighting force in the world, the United States
An officer's ability to lead his or her soldiers is contingent on the officer's knowledge of his soldier's skills. The US Army Officer is a professional, providing expertise, leadership, and an example for his soldiers to follow. Every soldier is a subject matter expert, trained in a specific competency. An officer, that soldier's leader, needs to be able to employ that soldier effectively. That means understanding a soldier's skills. An Officer needs to further have the ability to train that soldier outside of the US Army Training and Doctrine Command (TRADOC) schools. This means a successful officer must become proficient in, if not an expert of, his soldier's competencies. For an average soldier, this would mean several MOS style training schools. In intelligence, a soldier can be anything from a Prophet...