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The role of leadership in military
The role of leadership in military
The importance of leadership in the military
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Every leader, regardless their rank or position, faces challenges of some sort in today’s modern military. Those challenges range from tasks such as executing a combined arms breaching exercise to motivating today’s young Soldier to meeting the minimum standards on the Army Physical Fitness Test (APFT). One task may seem more complex than the other but these two tasks could be as equally complex depending on the leader. Leaders today face a daunting task of transitioning from a deployment rotational cycle to a garrison cycle.
Many NCOs have deployed at least once but there is a difference between leadership in a theater of operation and leadership in garrison. I believe we have developed some operationally intelligent NCOs where it comes to operating in theater but our challenges now lie in a garrison setting. The garrison setting is the most difficult and challenging setting to conquer due to the external influencers excessively available to
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Due to the large number of personnel who have deployed over the course of 17 years the use of illicit and prescription drugs has risen even though the Department of Defense (DoD) has a zero tolerance for illicit drug use. Prescription drug use is authorized but misuse of prescription drugs is not tolerated. Shortly after the height of the wars in Iraq and Afghanistan a 2008 survey reported “2.3 percent of military personnel were past-month users of an illicit drug”, (NIDA, 2013) but the more alarming increase of prescription drug abuse of “11 percent of service members reported misusing prescription drugs, up from 2 percent in 2002 and 4 percent in 2005”, (NIDA, 2013). The use of illicit drugs in conjunction with service members abusing prescription medication poses yet another challenge for today’s leader. Whether you lose two percent or four percent your operational strength, depending on the size of your unit, was just reduced by one to two qualified
a. Systems: Personnel Readiness Management (PRM), Personnel Information Management (PIM), Personnel Accounting and Strength Reporting (PASR), Unit Manning Roster (UMR), Electronic Military Personnel Office (eMILPO), Defense Theater Accounting System (DTAS), Interactive Personnel Electronic Records Management System (iPERMS).
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
Prescription and pharmaceutical drug abuse is beginning to expand as a social issue within the United States because of the variety of drugs, their growing availability, and the social acceptance and peer pressure to uses them. Many in the workforce are suffering and failing at getting better due to the desperation driving their addiction.
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the greatest effect uses task-oriented instruction and is called battle focus training. After major objectives are defined, they are broken down into smaller sets. These smaller sets are known as collective tasks and are designed to be accomplished by small teams of soldiers. Each soldier is assigned one or more individual tasks that work together to accomplish the collective task. Training begins by teaching soldiers how to accomplish each of the individual tasks. At this point, emphasis is placed on the soldier as an individual. Although training is conducted in small groups, soldiers are evaluated independently of their peers. Once individual task mastery is achieved, leaders have soldiers begin to work together to accomplish collective tasks. This method of battle focus training incorporates aspects of both individualism and collectivism to accomplish the ultimate goal.
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.
There are many problems facing veterans that most civilians do not have to worry about. Perhaps the most serious issue facing many veterans is the post-traumatic stress that can haunt a soldier that has experienced the fear of being deployed to a combat zone. This is an issue that most individuals never have to worry about and having these post-traumatic experiences make most veterans more susceptible to substance abuse. According to the Department of Veteran Affairs website (ptsd.va.gov), “Almost one out of every 3 Veterans seeking treatment for SUD (substance abuse disorder) also has PTSD”. This is a startling number when you think about the high number of veterans that have been to war and have some level of post-traumatic stress. Also, we have learned from past conflicts that substance abuse and PTSD have been linked to an increase in suicidal behavior. In fact (Veteran Affairs, 2005) found that, “Veterans over the age of 65 with PTSD are at increased risk for attempted suicide if they also experie...
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.
There are many excellent takeaways that Army leaders at all levels of war can implement when making a change. Lessons learned by many companies were thoroughly discussed and clearly highlights the pitfalls and traps leaders fall victim to when making a transformation. Therefore, Leading Change is a must read for military professionals because there are two critical tools that all leaders need to put into their kit bag, the eight reasons why change initiative fail and the eight-stage process to lead the organization through successful
In conclusion, a good NCO is a leader who knows and follows the rules, as well as makes difficult decisions when the situation calls for doing so. There is no perfect NCO, since being an NCO embodies subjective qualities and dealing with problems that do not have single, perfect solutions. However, good NCOs do exist and without their efforts and dedication, the United States Army would not be the most powerful fighting force that it is today. References United States (2001) -. Preparing and Managing Correspondence:
Alcohol and substance abuse is an extreme problem among veterans. “25% of returning Iraq and Afghanistan veterans showed signs of substance abuse disorder” (National Veterans Foundation 1). The Iraq and Afghanistan war is the largest war the U.S has been involved in recent years, to have such a high level of alcohol dependence is unacceptable. Another major problem among veterans is the abuse of prescription drugs. A 2008 study by (NIDA) showed that veteran and active duty military personnel had double the dependency on prescription drugs than a normal member of society