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Importance of Army leadership
Critical Reflactions On Leadership Skills
Critical Reflactions On Leadership Skills
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An Army leader shapes his subordinates, stimulates their minds, and endorses motivation. An Army leader is a concept embodied by everyone in the Army despite what rank they have on their chest. At every level low to high, a leader’s actions affect people around them and may even have effects that go beyond what is expected. An Army leader’s intelligence is affected by five conceptual components that work hand in hand to define a leader; Mental Agility, Sound Judgement, Innovation, Interpersonal tact, and Domain Knowledge. Learning about these components shows me that recent events and mistakes have shown I do not yet fully embody all components, and it has given me insight on how to develop my weaknesses and improve myself to embody a leader …show more content…
Being innovative promotes an open mind which helps improve mental agility and fortifies your judgement. I am proactive in my ability to innovate and think creatively. I currently strive to search for innovative solutions to a problem set by learning all I can from those around me. I am working to develop these concepts and can look on my recent experiences and learn from my mistakes. By using judgement a leader can determine how to best behave in any situation by exercising Interpersonal Tact. By taking a moment in any situation to observe those around you, you begin to recognize the diversity amongst people and your environment. Everyone has a different background and are influenced by different cultures, by taking a moment to recognize the diversity of your subordinates you can determine their strengths and place them in a position that would most benefit the team and increase unit effectiveness. Tact involves not only recognizing the diversity of those among you but also using self-control and controlling the emotional factors at play. A good leader can control his emotion and display the right …show more content…
Your subordinates and leaders are all human beings and experience a wide array of emotions, by recognizing these emotions and using the correct response you will interact with others more effectively. It is important to maintain your self-control and focus only on what you can control, this allows you to expend your energy on the right things. Use your understanding of emotion when giving feedback as well; continue to be critical, but be constructive so that you offer your soldier a solution and show that you want to see them achieve their objective. This knowledge allows you to maintain balance and stability, so that you can be level headed at all times and maintain calm when surrounded by uncertainty. Only by maintaining balance within yourself can you effectively control your emotions and make sound judgements to accomplish the mission. I think that I need to improve my concept of interpersonal tact in many ways. Domain knowledge encompasses tactical, technical, joint, and cultural/geopolitical knowledge. By maintain an understanding in these areas and using the rest of your conceptual
Part 1, The Basics of Leadership, Chapter 1 covers Fundamentals of Leadership while Roles and Relationships are covered in Chapter 2. This section describes and depicts levels of Leadership. We as a military are set apart from other non-military professions in that Soldiers must be prepared to use deadly force and have the courage required to close with and destroy the enemy. All leaders, from non-commissioned officers and warrant officers, to commissioned officers, inherently possess a great responsibility. The repercussions of decisions and actions impact the lives of Soldiers and their families. Additionally, these decisions affect the battlefield environment including enemy and non-combatants, both military and
On a warm San Diego night in May of 1988, not smart enough to know whether I should be scared or excited, I embarked on my military career standing atop yellow footprints neatly painted on the asphalt. As an eighteen year-old kid entering recruit training, the finer points of leadership, at any level, had not yet piqued my curiosity. The drill instructors who supervised my training placed far different leadership expectations on me than what I will face as a colonel in the Air Force. Having learned a lot, good and bad, along the way, I realize that I must adapt to make good decisions and effectively lead at the senior level. Dr. Gene Kamena’s Right to Lead Assessment Model (RLAM) provides a handy, visual means to think about leadership, and assess how one can grow as a leader. Using the RLAM, I can concentrate xxxxxx My current leadership skills and abilities have enabled me to thrive at the tactical and operational level; however, in order to succeed
“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.”
There are a variety of ways to define both leader and leadership. There is not, however, a clear definition of how to become one. There is no set list of mandatory traits, either innate or learned, that a person must embody to be considered successful or proved a failure. What I feel it takes is the right mix of strengths and weaknesses in a given situation to demonstrate effectiveness. No one person has abilities without accompanying deficiencies. It’s all in the way they are balanced. The balance in the way one uses his or hers’ abilities will ultimately determine the type of leadership one has throughout time. To support these claims I will examine a well-known leader throughout the military, General James “Mad Dog” Mattis. This essay will provide some insight into both his strengths and weaknesses while discussing some personality traits he is said to possess.
Leadership is contagious throughout the world and most importantly in the Army. It is not just my view, but of all leaders, at all levels, that organizations are responsible for setting conditions that lead to long-term organizational success. As I reflect on my experiences, through experience and observation, I realize how my values, beliefs, and perspectives about leadership continuously evolve over time. Recognizing these changes over time helps me better understand that people in organizations have different perspectives in life. This leadership narrative serve as important guiding principles for how I will lead at the organizational level and represents my thought, values and beliefs.
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.
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
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.
Many individuals in our military today have this notion that just because they earned their “stripes” that they automatically deserve respect, and that their subordinates should and will listen to them strictly because of what is on their chest. A true leader not only leads, develops, and mentors, but they embody and apply those leader competencies in their everyday life both on and off duty. Being a leader doesn’t mean you always have to be the mean guy. It means that you can successfully provide purpose, direction and motivation to make your Soldiers want to work for you to accomplish the mission. In this paper, I will discuss and give examples about the difference between Competent Leadership
Leaders must think to survive in every form of physical and mental conflict. Army leaders are responsible to solve problems, from “the mundane to the magnificent’ , with an expectation of complete success in determining the best possible decision to a given problem. Utilizing cognitive training tools to expand a stagnate mind (Drs. Paul and Elder’s Eight Elements of Thought) and following proven models of success (Army Problem Solving Process) facilitate a positive outcome for Army officers when they are making difficult decisions. Drs. Paul and Elder developed eight elements of thought that assist Army officers and provide additional definitions to the thought categories in the seven steps of the Army Problem Solving Process.
Thus, a leader may be defined by certain qualities and skills, as well as the demonstrated ability to use certain task-oriented and relational-oriented behaviors that may be dependent on a situation, or simply the desire to accomplish a specific task or goal; furthermore, a leader may also be defined by power along with power’s use or misuse. According to many followers, the most desirable leadership traits are honesty, forward-thinking, competency, inspiration, and intelligence (Shead, 2016). Amongst the follower defined leadership traits, honesty was identified as the essential leadership quality that causes people to follow a leader; thus, the courage to admit failure is the most reliable sign that a leader is honest and accountable to the follower (Shead, 2016). Ultimately, in behavioral science a leader is defined by effectiveness, and, unfortunately, behavioral science is still attempting to define effectiveness by a single leadership
As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several separate focus areas and identified my overall strengths and weaknesses as a leader. Over the course of this paper I will briefly discuss each one of these assessments and journal entries as they pertained to me and my leadership.
The legacy a leader leaves is critical to the continued excellence and the future of the Army. In creating a legacy an Army leader inspires and motivates his soldiers, peers, and leaders to exceed their potential. In this paper, I hope to convey the lasting legacy one such leader left on me and to demonstrate the qualities he exhibited that inspired me to become a Noncommissioned Officer (NCO). Staff Sergeant (SSG) Daniel Minahan made a significant impact by motivating and inspiring me at a formative time in my career. SSG Minahan was the standard by which I measured myself and other NCOs by. His influence has guided me through my career as I have developed my own leadership legacy. I hope to also leave such a lasting legacy when my service to the Army and the Nation ends.
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.”
Innovates by finding a new product, a new service, or a new approach to a social problem.