Leaders throughout the U.S. Army are trained to model their core leadership skills based on a set of manuals and regulations. While these publications frame a well-balanced leadership style, it is rare that this model is encouraged outside of Army training. Leaders are taught to “Encourage positive behaviors and discipline negative behaviors” (“FM6-22” 7-19). This philosophy is a wonderfully accurate way to apply leadership concepts. Unfortunately, once leaders are out of their training environment and back in their units they are subject to the poor senior leadership that is already in place. This unhealthy cycle of training and ignorance work in tandem to create weak and toxic leadership at all levels. Once I had finished attending the …show more content…
This philosophy encourages you to be as empowered and strong as you can be individually, with the unspoken intent of making the Army more so as a whole. This is not the case. Soldiers are making themselves “Army Strong” and ignoring the needs of the others, assuming that they, too, would simply become “Army Strong”. This philosophy creates individuals who are only concerned with themselves because it is assumed that every other soldier is doing the exact same thing. “Army Strong” mind sets are destroying the unity of each unit, which, in turn, destroys the Army as a whole. Soldiers must now mind their own career, ignoring anyone else that may be an inconvenience. These soldiers are eventually raised up to become our leaders by other leaders who recognize their potential to improve …show more content…
Among them are the Army Values (“ADP6.22”); Loyalty, Duty, Respect, Selfless Service, Honesty and Personal Courage. Leaders are trained to drill these values into their soldiers. Unfortunately, this becomes a “do as I say, not as I do” scenario. Poor leaders abandon these values and imprint their own insecurities across their unit. Loyalty lies only with others who can help you advance your own career or position. It becomes your duty to look after yourself, after all, no one else will. Respect is a commodity that is demanded and seldom earned. Self-serving service has become the norm. Honor is a sentiment best left to ceremony. Integrity is only for leaders to demand of their subordinates.
Personal courage, however, is the tool that will be used to shape the future of the Army. Personal courage is characterized by “Facing fear, danger, or adversity (physical or moral). This means being brave under all circumstances (physical or moral).” (“AR600-100” 16). Weak and toxic leaders are wholly incapable of displaying personal courage. They not only give into the pressures of adversity, but are often the generating source of adversity. Instead, it will fall on the younger soldiers and junior leaders to exercise personal courage and fight against this
Also, courage is an Army value but not easily followed. Most leaders lack this vital trait when making their decision. Fear of being wrong and ostracized is rampant within the ranks. Commanders and other officers micro-manage enlisted leaders because they do not want to be perceived as wrong. Being wrong is not a sign of weakness but an inherent necessity of success. If one never fails, then they truly do not know success. To have the courage to make a decision and stick by it is missing within the Army.
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.
The Army leader should have identifiable features that soldiers can benefit from. This is how an Army leader must be. He or she should have knowledge in tactics and techniques that show that they can manage resources and organize. All of this entails what an Army leader knows. And the actions that birth the feelings in other soldiers to want to operate in the same manner of that leader is the do.
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. ...
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
The goal around which war is constructed is to establish peace in the future. The relief and celebration associated with the end of warfare proves that warfare is not a natural state for human beings. The American military is constructed on the basis that war is the last option to be enacted, but the military must structure and train itself to meet that requirement if it is required. War is questionable morally and to conduct complete warfare, the soldier must hold his obligation to his fellow combatant’s lives higher then he holds his value of his enemy’s lives. The bond between combatants in a military force is cultivated in training and the suppression of individualism for the collective good, that bond is forged and solidified through the struggle and stress of combat operations.
Contemporary Issue in the Army: Toxic Leadership 1 CONTEMPORARY ISSUE FACING THE ARMY: “The Problem of Toxic Leadership” Sergeant First Class, Ericca Cole U.S. ARMY SERGEANTS MAJOR ACADEMY, Master Leader Course Non-Resident (MLCNR) Contemporary Issue in the Army: Toxic Leadership 2 “A leader who allows their subordinates to suffer as proof of who is the boss, likely quenches their thirst with salt water from a rusted canteen,” Donavan Nelson Butler, Master Sergeant US Army. According to the Army’s leadership Field Manual (FM) 6-22, Army leadership is “the process of influencing people by providing purpose, direction, and motivation
Moral and ethical dilemmas pose tough calls for Army Leaders but decisions have to be made. The Chief of the Army said, “one of the hardest things a Soldier will face in his or her career isn't necessarily the enemy. It might well be telling another Soldier that his or her behavior is ethically or morally wrong.” Some examples of the dilemmas faced generally involve issues with fairness in performance evaluations, fraternization, homosexuality in the service, employee drug and alcohol abuse. As Leaders, we have to be conscious of the standards and why they exist.
It is a learned skill that civilians differ from soldiers.” (https://www.ukessays.com/essays/philosophy/the-respect-for-military-authority-philosophy-essay.php) As a soldier goes through his or her military career, their discipline is often tested through the stress of being in the military as it is one of the most stressful occupations on the planet by a very wide margin. Their bearing is buried into their being and soul, not only because they are soldier but because this is who they spent a portion of their lives
Next is apathy many soldier feel like they’re no real support. If something was to go wrong who can they really go to? Many feel like there’s an elephant in the room that no one wants to address until a problem arise. Next is feeling unappreciated when soldiers are treated as less than human, the sense of feeling incapable or just feeling like a pawns in a game. The undertaking to control what people do and say makes them feel inadequate and unappreciated.
As a profession, the Army is granted the privilege of serving the American people and defending their rights and interests only because they confide in us to complete the mission ethically, effectively, and efficiently. To reinforce this bond of trust, our Army must contribute honorable service, military expertise, and responsible stewardship, all while demonstrating courageous esprit de corps. The Army and we, as leaders, are responsible for building the character of soldiers from a clean slate or something with rough edges. As personnel develops, they are beginning to be molded into a well-rounded Army professional that can execute any order at a moment’s notice. To lead without direction, and improvise when needed and to be the perfect
The army is one big team. Not everyone likes their teammates; but in order for tasks to get completed they must work together
Soldiers adhere to the calling because they want to be a part of something bigger than themselves. The aforesaid statement is a true testament of why Soldier’s wholeheartedly need to continuously learn to use a dynamic approach when demonstrating effective leadership; being influential throughout the ranks of our military and how well it resonates with American people. Soldiers have to be commitment to learn and postures themselves in a manner to where they can articulate and facilitate unit structure, synergy,
We have learned, as a force that the most integral part of being a Soldier, of being an Army leader, is understanding, maintaining and enforcing the standards. Discipline and standards are the only way to maintain the order necessary to accomplish the mission, serve our country, and protect the American way of life. Self-discipline and the moral courage to do what is right is often an arduous battle of morality. However, we do not stand alone in any battle, we stand with the support of our seniors, peers, and subordinates. As Army professionals, we do not shy away from battle or leave fallen comrades.
Self-disciplined people are masters of their impulses. This mastery comes from the habit of doing the right thing. Self-discipline allows Army leaders to do the right thing regardless of the consequences for them or their subordinates. Under the extreme stress of combat, you and your team might be cut off and alone, fearing for your lives, and having to act without guidance or knowledge of what’s going on around you. Still, you—the leader—must think clearly and act reasonably. Self-discipline is the key to this kind of behavior.