The U.S. Army is continuing to downsize the force, which emphasizes the type of training and better quality of soldiers that are to remain in the military. Focusing on the quality of soldiers that remain in the force is the blueprint that will pave the way for all younger soldiers that are being trained and mentored by those seasoned and well-developed leaders. The military is steady evolving and improving based upon the requirements that are asked of it as a whole by the U. S. government. Highlighting the importance of the type of adaptive leaders that continue to progress in their careers and becoming the new generation of the senior leadership that is looked at by the younger enlisted for guidance and mentorship is what is important. Combat …show more content…
“Adaptive leadership is an accepted leadership practice that facilitates leading in a difficult and changing environment, as we encounter threats that change and evolve their tactics, techniques, and procedures on a weekly to monthly basis.” (Cojocar, 2011) Being able to adapt and overcome counts for a lot in our profession of military soldiers. Regardless of what your military occupation may be, it all comes down to being able to adapt to whatever changes are needed based upon the moves the enemy may make. The special type of training that goes with each occupation continues to help educate that soldier in a leadership position so they can go back and ensure their junior soldiers are up to speed as well. Being able to critically think in a moment’s split time is where the military is starting to push forward. The leaders cannot always being told what plan of action should be best to take, to develop better soldiers would require them to be able to analyze the situation and come up with solutions on their own. Recognizing the shortcomings of those that you work with and being their leader means stepping up to help them develop their weaknesses and turning them into …show more content…
Priority has been refocused on just being prepared for battle and having all elements ready. Combat Readiness has become a top priority for many senior leaders. There are plenty of soldiers who try to weasel their way out of doing something that is a necessity for everyone, and that is when called upon, going to war. Along with personnel, ensuring that equipment is currently up and running, and that training is being conducted in accordance to the type of operational environment and situations the soldiers may be placed in. Having personnel that will be operating the equipment in those dangerous circumstances with proper training and knowledge of their responsibilities is what it comes down to. “To fight effectively, the armed forces must be manned, equipped, and trained to operate under dangerous, complex, uncertain, and austere conditions—often with little warning.” (Dunn, III, 2013) It is not good enough to have one tier of combat readiness well suited, but lack in other areas will not get the job done when its time to roll
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
“Adaptive leadership is an approach to command based on the situation and factors such as mission, Soldier capabilities, geography, weaponry, and more. This ‘reality on the ground’ approach to leadership can give you as an Army leader both a strategic and a tactical ( ).” Winston Churchill was an adaptive leader in London during World War II. Prime Minister Churchill was a key part in the Allies victory over the Axis power due to his ability to rally not only his countryman but also rally the leader of another nation such as the United States or Russia into fighting Hitler. It’s evident what type of leader he was by just this one quote “To improve is to change; to be perfect is to change often.” Prime Minister Churchill exemplifies the characteristics and factors of adaptive leadership. He was like an Old English Bulldog -, resilient, and driven.
The U.S. Army Research Institute for the Behavioral and Social Sciences, known as ARI, interviewed 41 active duty Army leaders. Most of the Army leaders interviewed acknowledged using strengths-based techniques to some extent, often without obvious knowledge of strengths-based leadership (Key-Roberts, 2014). Nevertheless, several soldiers have found the techniques as being very effective. Army superiors can use strength based leadership to develop juniors by identifying strengths, providing personalized feedback, capitalizing on subordinate strong attributes, building and maintaining a positive atmosphere, caring for subordinates, and empowering the young leaders (Key-Roberts, 2014).
While I read Dante’s Inferno, I caught myself reading an underlying message. It wasn’t about the Christian faith, or the soul’s road to salvation. It was Dante’s own political views. While the book may have been written for the religious message, I believe that Dante added his take on politics as well. I believe Dante uses religious principles to punish his political opponents.
Serving in the Army for the past fifteen years, as a Soldier, Non-Commissioned Officer, Cadet, and Commissioned Officer, I have gained a wealth of military leadership knowledge and experience. Since completing my undergraduate studies and earning my commission in the Army, I have held a variety of command and staff positions. I have led Soldiers in garrison, as well as on combat and operational deployments, each having its own unique challenges and rewards. Throughout the years, I have had the distinct honor and privilege of serving on many great teams and with many outstanding Leaders.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
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
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.
Introduction “Leaders have always been generalists”. Tomorrow’s leaders will, very likely, have begun life as specialists, but to mature as leaders they must sooner or later climb out of the trenches of specialization and rise above the boundaries that separate the various segments of society.” (Gardner, 1990, pg. 159). The. In a recent verbal bout with my History of the Military Art professor, I contended that the true might of a nation may be inversely proportional to the size of its military during peacetime.
In order to explain the adaptive leadership in the case of Mihailovic I will briefly review the essence of adaptation and adaptive leadership.
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. ...
Fostering leaders, and how to guide the professional advancement of said leaders, has been a constant concern of every professional military since time immemorial. Organizations must temper the need to fill voids in leadership positions with what a professional Soldier needs to learn. The United States Army has progressed and evolved its NCO Corps since the Revolutionary War to meet the ever-changing face of warfare. The Army’s STEP concept is the next evolution of this reality. Enlisted promotions since 1980 have allowed one critical difference from the new system, conditional promotions.
Transformational Leadership and Adaptive Leadership theory will be discussed in relation to IT governance. De Haes, Van Grembergen and Debreceny (2013) formulate the main ideas of IT governance have only been around 20 years, but, the amount of literature is copious and is still providing a prolific amounts of current documentation. Both Transformational Leadership and Adaptive Leadership represent appropriate and critical leadership styles for organizations that strive to keep the pace of continuous technological advancements and that are focused on the rapid adoption of new business concepts and process improvements (Xenikou & Simosi, 2006). The specific benefits and problems associated with each leadership style have organizational opportunities and difficulties. The timing of each leadership style when applied requires timing and cooperation. Yet they both have similar operational goals, to improve the processes of IT governance using the innate strengths of each leadership style for the betterment of the organization. Knowing the strengths of each leadership style facilitate implementation, mastering the pitfalls of each leadership style improves metacognitive understanding of the risks and weaknesses involved in the process.
Adaptive Leadership Adaptive Leadership is a style of leadership involving many components, with no set solutions to problems. Instead, the style is flexible and seeks to train individuals in how to make decisions based on the circumstances of each unique situation. Adaptive leaders may exercise many skills, including recognizing the need to diagnosis a situation. Additionally, adaptive leadership is, “an interactive activity, an ongoing engagement between you and groups of people” (Heifetz, Grashow, & Linsky, 2009, p 7).
“A vision without action is merely a dream.” (Kevin Gates) The Army Profession Model is a great vision but if we do not fixed the basics in our upbringing of Soldiers then it will only be a dream. Imagine a panoramic view of an early morning sunrise over a military base. The sun is starting to burn off the morning dew. Formations of soldiers are starting to pop into the picture. Each soldier is in uniform dress sharp and moving as a single unit. Some formations are double timing moving out. Everyone has a purpose and stepping off to get to his or her next obstacle of the day. All Non-commissioned officers are enforcing nothing less than exceeded standards. Soldiers are toe to line in formations for inspection. Senior Non-commissioned