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A leader must possess certain characteristics to be effective
Characteristics of an ideal leader
Characteristics of an ideal leader
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Importance of Stewardship
The Army Profession has five essential characteristics that define the Army as a profession: trust, honorable service, military expertise, stewardship, and esprit de corps. As an Army officer, these characteristics define our leadership within the Profession of Arms and have a direct influence over those we lead. Although each characteristic is significant with respect to the duty position and responsibility, stewardship is perhaps the most important characteristic to possess as a Captain in the United States Army Profession.
So, what is stewardship? The Army defines stewardship as “the responsibility of Army professionals to strengthen the Army as a profession and to care for the people and other resources entrusted to them by the American people.” As Army officers it is our duty and responsibility to be faithful and accountable stewards to advance the Army Profession, as well as to strengthen the Army culture of trust, ultimately leaving a legacy that will inspire others to pick up the mantel. Our stewardship
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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
The purpose of this memorandum is to outline my view point on leadership. As a Drill Sergeant, it is my responsibility to transform civilians into well discipline, physically fit, and competent scouts. I am entrusted to uphold the Army standards, live the Army Values and Warrior Ethos, and instill Esprit de corps.
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
Loyalty, Duty, Service, Honor, Integrity, Courage, Commitment. The seven Army values, the three Navy core values, and the three Air Force core values: each branch of service possesses a codification of values and characteristics embodied by servicemen and women for generations; simply picking a handful of these qualities presents a logical and justifiable option for defining the essential qualities of a military officer. It is true an officer must personify and uphold such values, however, interpersonal skills and self-confidence are also invaluable traits necessary for the highest level of leadership and excellence demanded of a military officer.
Background: In 2003, the Army published its guidance on the implementation of the principles of Mission Command (MC); the leadership philosophy adopted by the Army. The ideals and principles were discussed and implemented throughout the Army over the course of Operations Enduring and Iraqi Freedom and are still being implemented in Operation Inherent Resolve. In 2012, the Army published updated doctrine to further explain and codify the principles of MC in ADP 6-0. The Army War College developed the Key Strategic Issues List for 2015-1016 and asked students in the FA49 ORSA Q-Course to identify one key strategic initiative and draft a white paper to discuss it. This white paper will discuss issue #7: "What cultural changes are needed in the Army for it to meet future challenges while embracing" MC? In this white paper, I will discuss what embedding and reinforcing mechanisms the Army senior leaders need to put into place to change the culture.
Young soldiers need to learn to live the Army values, which are loyalty, duty, respect, selfless service, honor, integrity, and personal courage. If these values can be instilled in us then we will have everything we need to make an excellent soldier but also a great person. These values also come into play when you are sent downrange because you want to have good fellow soldiers who will always have your back know matter what the situation you find yourself in. The army values also define our character traits as a person and they teach us discipline. The Army Values are a big part of our lives us young soldiers need to learn how to maintain them.
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 written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the 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 an NCO’s school.
As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge.
In June 2013 Army Doctrine Reference Publication 1 (ADRP1) “The Army Profession” was released and the website http://cape.army.mil was created. In (ADRP1), it states there are five essential characteristics of the Army Profession, trust, military expertise, honorable service, Esprit de Corps, and stewardship (ADRP1, 2013). Those characteristics is what I think separates a Soldier from a civilian. No one should think that their job or occupation is harder or more important than someone else’s. It takes all kinds of professions to make this country work but the Army could not be as successful as it is today without our professionals teaching, coaching, mentoring and preserving these five characteristics.
The core values are Loyalty, Duty, Respect, Selfless service, Honor, Integrity, and Personal Courage. The Army’s definition respect is, “Treat people as they should be treated. In the Soldier’s Code, we pledge to “treat others with dignity and respect while expecting others to do the same.” Respect is what allows us to appreciate the best in other people. Respect is trusting that all people have done their jobs and fulfilled their duty. And self-respect is a vital ingredient with the Army value of respect, which results from knowing you have put forth your best effort. The Army is one team and each of us has something to
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
Being a good soldiers also required you to, follow the rules, follow orders, obey the code of conducts, look out for your fellow comrades, fulfill your duty requirement, being honest and fight for your country. In other words, a soldier must be committed. Committed to their work, the nation, the mission, their fellow servicemen and their unit. With these characteristics, a soldier can become successful.
As becoming an officer in the military, there are abounding roles and positions that will be expected of all officers to perform. Military officers are to be a member of an armed force and to hold a position of authority. There will be roles to be performed that do not have a right or wrong answer, but an officer will take action to perform his or her role and take responsibility of their action.
I will even pride myself in currently upholding and applying these attributes to my daily routine not only as a Soldier but when I am assisting the personnel with in my ranks. One of the references that stood out the most to me was the “Balancing Role of the Profession’s Leaders”. With an ever changing Army, “The continuous challenge for the strategic leaders of the Army since the latter decades of the 19th century when the U.S. Army was professionalized has been to keep the Army balanced (United States Army , 2010).” With this balance the Army believes that there are two areas that are relevant for balance, one being key role players.
There are establishes schools at all echelons for all aspects of its operations that help shape its members and leaders. The Army has strong self-governance based around a strong ethical climate and reinforced with the Uniform Code of Military Governance (UCMJ). These three