Leaders are dishonest. Although some are unintentionally dishonest, it can lead to the deterioration of trust between the leader and his or her followers. An ideal leader is effective when there is trust established between both the leader and the followers. According to Michelle Bligh, trust is an “expectation or belief that one can rely on another person's actions and words and that the person has good intentions to carry out their promises” (21). Leaders gain trust when they are consistently honest and communicate well with their followers. In return, followers respect an honest leader and obey commands without issues. Respect causes a positive environment because authoritative figures and subordinates can rely on each other to achieve the …show more content…
Many cadets are between eighteen to twenty-one-years-old, and they strive to become successful leaders. “Truth” is one of three MMI’s core values. According to the MMI Cadet Manual of a message from Colonel Edwin Passmore, the most important trait for a successful leader is integrity (3). Cadets might not know if they have integrity because most cadets may not have experienced a position that tests their integrity. Further, cadets in leadership roles may not be able to recognize any leadership deficiencies, like lack of integrity, and therefore unintentionally may lose respect from their followers. This paper suggests that cadet leaders at MMI discover their leadership strengths and weaknesses, those inexperienced leaders may fail to tell the truth to their followers, and in turn, those followers may lose respect for those new …show more content…
Cadets in leadership roles took one survey, while cadets in non-leadership roles took a separate survey. Both surveys have some questions that are related to each other and some questions that support the observations throughout day-to-day tasks. Both surveys started with two questions that categorized the cadets: gender and the grade at MMI. Cadets were either a C1, first year, or C2, second year. The designated survey for leaders had questions that were situational questions that test leadership traits. On the other hand, the designated survey for non-leaders had questions that were designed to either prove or disprove the hypothesis by relying on the non-leaders' perspective of leaders within the company. There were nineteen leaders and nineteen non-leaders, both female and male, who took their respective surveys. The results of the two surveys, along with observations, addressed leader’s integrity that affects the quality of the relationships between leaders and followers within that particular company. The survey was collected on Google Forms via a single laptop to track each cadet who took the survey. This case study, unlike many other MMI case studies, makes sure cadets do not take the survey multiple times. This survey’s method targeted any cadet available throughout the day who was willing to take a survey. Eventually, the method targeted
Empirically based, the writers begin the book by offering five practices of exemplary leadership: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act and Encourage the Heart (p. 14). In their survey of Characteristics of Admired Leaders, the authors asked respondents to select the seven qualities that they most look for and admire in a leader. Although they do not present the actual statistical data, the results showed that followers believe that a leader must be honest, forward-looking, inspiring and competent (p. 29). Leaders cannot model the way, for example, without being honest.
“Do as I say, not as I do” say’s the parent to the child who is watching their every move. Leaders may not say it, but their actions show inconsistencies in their leadership. How can leaders truly be trusted is they are not willing to change themselves? How can leaders breakthrough the wall of resistance if they are not willing to engage their employees, dispel the fear factor, and allow themselves to be vulnerable?
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.
My Leadership Philosophy is a basic one. Over the last 22 years, I have established a Leadership style that is based the morals, trust, and values of those who I have served with over the years. The military is not easy sometimes. So as Leaders we must understand that influencing our Soldiers to complete the mission by providing motivation, direction, and purpose is very vital. Our leaders do that by showing dignity and respect and building the organization from the bottom up. I realize that the command environment within the organizations is key to the unit’s ability to attain mission accomplishment, it is also paramount for leader development and leader effectiveness.
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.
Lastly, the key to successful leadership is getting all of one’s followers on their side. In order to achieve this, leaders must gain all their followers trust. Bennis outlines four key elements to gain this trust. Primarily, constancy must be enforced. Leaders must stay the course. Second, congruity is essential. This is so the leaders can “walk the talk.” Third, reliability is needed so that leaders are present when it matters most. Lastly, leaders honor their commitments through integrity. All of these important, aspects gain the trust of their followers by their side.
When we think of leadership, many people may think of current or former presidents. They could also think of their boss at work or coach from whatever sport they participated in throughout grade school and college. What were the traits that distinguished them for their role as a leader? One of the most common traits that exist in many areas is that leaders are typically males. Even looking back in history leadership roles where highly monopolized by male figures. Washington, Napoleon, and even God is identified as male. One of the most resistant areas that this discrimination exists in is the military and more so the Marine Corps. It is important to develop an understanding of the benefits of equally
Respect is probably the most important trait that needs to be shown towards your superiors. Every Armed forces branch in the United States of America has a chain of command in which respect is the main premise behind the entire organization. Respect backs the ideals and leadership within any chain of command. Respect is important in the design of the military system itself. You have to automatically trust and do what higher ranking cadet, or any cadre member says because they hold power and most likely have more experience then you. You must show them respect to because they have more knowledge and know how, not to mention they have earned the stop they are in. Respect also tires into the worrier’s ethos, which is an important aspect of what it means to be a member of the army.
If Soldiers and leaders adhered to the Army Values and the Leadership Requirements Model, many ethical dilemmas that Noncommissioned Officers face on a daily basis would not occur. In the Army today, Soldiers constantly discuss values and leadership, unfortunately not everyone takes them seriously. The abuse of authority and command influence sometimes displayed by leaders puts subordinates into ethical dilemmas. Often, command influence will challenge the Loyalty, Duty, Respect, and Honor values that a leader attempts to live by. There are times when adhering to and living the Army Values results in Soldiers and leaders facing ethical dilemmas with their superior(s).
To no surprise, I am late to sign up for the Cadet Officer Leadership Program, just like everything else. After a year of the seniors battering me with the grand legacy of my brother Babatunde, an everlasting shadow that was believed I would forever suffocate under, I have been forced to sign up for a six day summer camp under the ROTC program, the Cadet Officer Leadership Program, aka COLP. Israel, a ninth grader drowning from the timidness of speaking to people, is being battered again for not applying to the Leadership Program on time. Oh, there was a preparatory academy for the camp? Although I ask this question, I lie to avoid being lectured and compared about the greatness of my brother again. Despite my super strategic step-ahead thinking,
Before explaining about the leader, he has told about the relationship between leadership and followership. Leadership and followership represent a continuum. Followership sets the pattern for leadership. The leader cannot cheat up and get trust. The leader’s own style of followership provides the model for his own people imitate. A leader never think about only himself, he always think
A leader is one who has the experience, vision, and drive to support others in achieving a goal. The Coast Guard places members in leadership positions by rank; however, a positional leader is not always the best person for leading a group in accomplishing the goal. An experienced leader will recognize that and support a person who has the knowledge and drive to accomplish the goal. Leaders who have influenced me are the ones that gave me a task and let me figure out the process for accomplishing the goal, but were supportive when needed and celebrated accomplishments along the way.
Leaders are not always to be trusted. George Orwell has made that clear with his book Animal Farm. Leadership is a powerful force that can be tainted, like the pigs that were trusted with the job of making the animals lives better were, despite what were originally good intentions. Equality could not be obtained despite having promised that all animals are equal, and manipulation and lies were used in abundance to hide the fact that their leader was corrupted. Even though some leaders are corrupted, other leaders can be trusted. It is just a matter of finding out which ones. At the end of the day people will always have their own thoughts and opinions and they are more valuable than many seem to notice.
This paper explores the character development of Army professionals. It starts by exploring the thoughts of General George Washington and his thoughts on character within the military. General George Washington believed Character was essential to the success of the military. It continues on by explaining why character is important to Army professionals. Character enables trust to grow within the military strengthening the Army as a whole. The paper then moves on to explore traits that make up an individual’s character. Those traits relate to the military in the form of the Army Values. Living up the Army Values is a baseline for developing good character traits and habits. If you’re not following the Army Values then your exhibiting poor character traits and going against the core values essential to military service. Lastly this paper explores character development within the three levels of Army leadership. This section highlights the role of character development within the strategic, organizational, and direct leadership levels.
“Leaders are made, they are not born.” Through the turbulence of the first World War, many leaders rose from the ranks of average citizens. One Medal of Honor Recipient exemplifies this quote to its fullest. Sergeant Alvin York and he experienced numerous leadership challenges throughout his military career. This analysis evaluates the techniques used by himself or others to handle his issues with discipline, the Army Values, and ability to lead others.