Selfishness, disrespectful, and indecisive are certain traits that seem to appear more frequently in today’s leadership due to an ineffectual advancement process. The Navy has certain advancement processes such as a standardized test, required quotas to advance, and evaluations that do not accurately reflect the person’s being. Furthermore favoritism plays a big part on the evaluation process by bribery, and furthermore being a sycophant. These rolls and processes are what make the leadership today and should be changed to view more of performance based advancement qualities to increase the effectiveness of today’s leadership.
One process that should be changed is the evaluation process of personnel that go up for leadership rolls. Navy evaluations are based on several characteristics such as how many collateral jobs that a person holds, and their ability to perform them. These duties usually interfere with a persons required job, and the work will be handed down to a less fortunate individual to do. Furthermore the process of extra jobs will cause an individual to learn less about their actual job, since they will not be performing the job, and more about impressing the leadership. This is one bullet on the evaluation form that needs to be part of the process change.
Along with the collateral duties, another evaluation change that should be changed is in the qualifications residing outside of the normal job. For instance a Navy qualification called the Enlisted Surface Warfare Specialist may be used as an evaluation incentive by an upper leadership position, which helps the person in the senior position to get recognized. This will help an evaluation work towards a better spot between peers, but will also help that s...
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...he job in several years, would sit in an office and think if questions that pertain to a publication that is not used too often. Another instance may occur where the material references to another job field that involves some relation to that person’s job. Usually the test consists of information that pertains to another side of a persons job that other personnel would usually do. For instance a Navy IT’s job usually consists of electrical engineering with radio communications and computer science for computer networking. An IT may be asked about radio communications when they usually work on computers. Usually for that reason the test are normally more difficult than it should be. The placement test is usually the barrier between letting someone who is not good at being a leader jump ahead, while the person that is good at his job will fail and not advance.
Williamson, S. (1999). A Description of the US Enlisted Personnel Promotion System (p. 25). Washington D.C.
Sergeants of Marines are considered the backbone of the Corps, but a steady rise of fearful NCO’s, is now a common trend. Not ones that fear the terrors of war, violence, or bloodshed, but Marines that fear the pen on a piece of paper, both in combat as well as in Garrison. These are Sergeants that wait for the answer and accept what their being told without debate as opposed to taking split second moves that could be the lifesaving moments needed for their team in a real world scenario. The first step to correcting this problem is at the NCO level. Decisiveness is a leadership trait that is detrimental to the noncommissioned officers reputation within the Marine Corps. By encouraging outside the box thinking and making decisions with full confidence, Marines gain what is needed to ultimately decide when it matters, and most importantly influence junior marines by reinforcing this leadership trait.
For years I have aspired to become a part of an elite organization such as the military, and more importantly, the United States Navy. Its reputation for instilling high moral character was encouragement for me to develop into a more mature, responsible, and independent young citizen. There are certain qualities that an officer must possess such as: honor, courage, commitment, and attention to duty, responsiveness to orders, cooperation, loyalty, leadership, integrity, and discipline. Throughout my high school career, I showcased these qualities while an active member of The American Legion of Ohio Buckeye Boy’s State, The National Honor Society, as a leader in the Ohio State Highway Patrol Junior Cadets, Clay and Waite High School Marching Band Alumni, Quiz Bowl, and Top Ten Scholars. I was actively involved in charitable activities such as Math and SOS tutoring, community volunteering, and the Indian 100 Leadership Team, (a volunteer organization on my high school campus). I have shown strength, perseverance and leadership in my participation in wrestling, cheerleading, and bodybui...
In any discussion of leadership, thoughts immediately begin to turn to examples of leadership gone wrong. These may include leaders who bully, threaten, or allow their mood to affect the environment of the agency (Reed, 2004, p. 67). The reason we focus upon these examples is the destructive impact they have upon the agency as a whole, as well as the individual officers unfortunate enough to serve under that type of leader. Leaders such as these foster an environment of backbiting and belittling as a method of control, resulting in an untenable environment for those officers who choose not to engage in such behavior and, as often as not, promotion of those that do. This kind of management gives way to:
...rn, this is the time to put a plan in place to make a change. This could be restructuring the entire evaluation process or seeking educational opportunities for those in need. For decades evaluations have been so tied to monetary compensation for the employee that the organization has lost sight of the opportunity for change and development that they present.
One aspect of the advancement process that should be changed is the evaluation program. Navy evaluations are based on several characteristics such as job performance, collateral duties, college courses taken, plus several other items. I want to focus on one specific aspect of this process, the collateral duties. These duties are secondary duties that an individual would volunteer for or would be told to do. The collateral duties can range from being a divisional mail clerk to the command ESWS coordinator. For a lot of people, these duties usually interfere with a person’s primary job, which results in work being handed down to a less fortunate individual. Sometimes these jobs require a person to dedicate up to fifty percent of their day to complete these tasks. Furthermore the process of fulfilling these duties can adversely affect a person’s ability to dedicate time and energy to learn and perfect their primary job. Some people receive better evaluations because they have more collateral duties than another sailor. Does having more of something mean they are better prepared to be a leader? This is one bullet on the evaluation form that needs to be part of the process change.
During this time frame every year, as an E-9 Senior Enlisted Hospital Corpsman I am responsible for writing performance evaluations and counseling all of my E-8 and E-7 personnel on their completed evaluation. At the mid-point of the yearly evaluation cycle I conduct a formal interim performance review to discuss strengths and weaknesses of the individuals as they relate to the scope of their job. The interim performance review combined with the individuals input and my observations using the cause and effect pattern of organization enable me to complete anywhere from 10 to 25 equitably ranked job evaluations (Friedlander, n.d.). Below is the evaluation for my top Chief Petty Officer Hospital Corpsman (HMC) performer, Chief John Jones, Manpower Analyst.
Captain Aubrey exhibits and demonstrates leadership characteristics that inspire his crew to be the best that they can be. One of the most important leadership traits that Captain Jack has is a single-minded focus on his purpose. All of his decisions are held up against the g...
Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force. (2012b). Ethical Leadership (LM01). Maxwell-Gunter Annex, AL: Department of the Air Force.
ADRP 6-22: Army Leadership; Chapter 10: Organizational Leadership, HQ, Department of the Army, Washington, D.C, 10 September 2012
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 history of Lieutenant General Lewis B. “Chesty” Puller is not well known outside of the U.S. Marine Corps, but as the most decorated marine in history his legend will live on and continue to inspire the marines of tomorrow. The enlisted corps has idolized him, frequently encouraging one another to do that last push up when motivated by fellow marines saying “Do one for Chesty!” The purpose of this essay is to demonstrate that Chesty, using current day leadership theories, was a visionary and ethical leader who exemplified the characteristics that our nation’s military needed during World War II and still needs today. I will explain how he embodied some principles of Full Range Leadership Development that are taught today. Then I will describe how he demonstrated his ethical leadership through combat actions when faced with general military ethics situations. Finally, I will examine how my own leadership abilities, though noncombat focused, compare to how Chesty led his marines. Let’s begin by exploring the visionary leadership that Lt Gen Puller exhibited.
... in any organization if it is to grow. The Air Force Professional Development Guide listed many characteristics of leadership, among these were being tough and being sensitive. This may seem like an oxymoron, but all success in life is based balance. Being tough is very important even in open communication. When someone needs advice and or direction from a leader, the last thing they need to hear is brown nosing or “fluff”. They need to hear the truth, no matter if it is not desired but almost always it is the most effective. Being sensitive is also very much needed. The PDG speaks on this subject “listen to your people, communicate with them and be perceptive to their needs”. A person needs to know that their needs are listened to and recognized. As was mentioned before, this is a two way street, this should be utilized from an airman to NCO and from NCO to airman.
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.”
Many cadets are between eighteen to twenty-one-years-old, and they strive to become successful leaders. “Truth” is one of three MMI’s core values. According to the MMI Cadet Manual of a message from Colonel Edwin Passmore, the most important trait for a successful leader is integrity (3). Cadets might not know if they have integrity because most cadets may not have experienced a position that tests their integrity. Further, cadets in leadership roles may not be able to recognize any leadership deficiencies, like lack of integrity, and therefore unintentionally may lose respect from their followers. This paper suggests that cadet leaders at MMI discover their leadership strengths and weaknesses, those inexperienced leaders may fail to tell the truth to their followers, and in turn, those followers may lose respect for those new