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Principles of Marine Corps Leadership
Coast guard leadership philosophy
Leadership philosophy coast guard
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Recommended: Principles of Marine Corps Leadership
Chief Fegley reinforced advanced the Coast Guard’s leadership principles while mentored MK A 04-17 and EM A 01-18 as a sponsor. As the Assistant Course Manager for three courses within the Port Operations School, he directly lead to the development of over 200 students. In that effort, Chief Fegley supervised the successful graduation of members from nearly every unit involved in the execution of the marine safety mission. The direct supervisor of five Petty Officers, he continuously challenged his team with projects aimed at their professional development. The measures of these accomplishments included an upward trend in raw SWE scores, a member's advancement, professional development, and individual recognition.
As Marines, we have a well-known motto “One Team, One Fight” that creates an image of strong unity that everyone regardless of rank or size plays an important role. Everyone is necessary to complete the mission. In this book, one particular Marine, (then) Captain Bill Barber, has a story that since has become a crucial tool used as teaching material today for multi-level Marines everywhere. This book serves as a testimony to Captain Barber’s will in the midst of extreme opposition and sets the example of the for mentioned mindset
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
Keita Powell is a pint-sized powerhouse. She is energetic, result oriented, focused, and driven. Ms. Powell is one of many women in the Mary Kay Cosmetics sales force. She rose through the ranks from Independent Beauty Consultant to Independent Elite Executive Senior Sales Director rather quickly because of her charisma, ability to build a sales team of energetic men and women, and sheer enthusiasm to succeed. One would think that she was an amazing leader to get so many women to follow her in teaching skin care, beauty techniques, increasing and maintaining sells goals and to rise from a very junior consultant to one who is an executive in the business. However, she has made mistakes along the way and continues to feign focus on her sales force and customers but the true focus is on her needs, wants, and desires as well as keeping the use of her free pink Cadillac. This paper will evaluate Ms. Powell's leadership approach through four leadership models discovered through the Unit 3 readings.
Social change and charity have two different effects on the community in chapter one of Leadership for a Better World by Susan R. Komives. Chapter one discusses the differentiation in the ideas when one is more practical in a culture. Social change is defined as affecting the root of the social problem (Komives 11). An example of social change is the Civil Rights Movement, where Martin Luther King Jr. led groups of people to end segregation. King wasn’t just trying to help the problem of having sit in the back of the bus or drinking from different water fountains, his objective was to generate an equal society where racial segregation didn’t exist. Charity classification as donating food, money, and other kinds of goods is given to a community. An illustration of this is the local soup kitchen, where they provide food for the
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)
As a Marine, it is imperative to have leadership skills along with being capable of working with others. This book was written to enhance the reader’s mentality of how the Marines operate. It informs those who are looking into the service, and provides an in depth look into the trials and tribulations it has been through—as well as conquered. This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
CF02, Full Range Leadership Development Student Guide. (2012). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
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.
World War 1 was unlike anything that was expected from the previous wars fought. Besides the sheer amount of combatants, the advent of technology resulted in a “trench warfare”; a battle fought with powerful weapons, destructive environments, and deadly surprises. Expecting beautiful lands and a promising new experience, thousands of soldiers were instead met with unimaginable amounts of grief and sorrow. As a result of this, experienced tacticians who could navigate the battlefield and direct their soldiers became an absolute necessity.
As the Command Master Chief of U.S. Naval Computer and Telecommunications Station (NCTS), Far East from June 2014 through December 2016, Master Chief Horton demonstrated superb leadership, influential presence, unequaled counsel and proactive engagement in the Navy's most geographically dispersed NCTS command. His leadership in the Chief's Mess was instrumental in setting stringent, achievable performance standards and professional growth for junior Sailors, Chief’s Mess and Wardroom. His specific accomplishments include:
“On leadership” was written by John W. Gardner (The Free Press, New York, 1990). He used seventeen chapters to explain and describe essential components for the leadership should be in a successful organization. This book not only has significant influence now, but also for the future. Below are my understanding about this book, which was divided into two parts. For the first part, I will pick up some perspectives which influence me most from this book. For the second part, which is my comments and critique about this book.
ADEPT LEADER. SUPERVISED 12 TRAINING DIVES TRAINING INDIVIDUALS ON UNDERWATER CUTTING AND WELDING, SEARCHING TECHNIQUES, SALVAGE, SALVAGE SURVEYS, AS WELL AS PIER SEARCHING AND CLEARANCES. RESULTING IN 270 MAN HOURS OF TRAINING, AND PASSING SCORES DURING CO 2-1 ULT AND FEP PHASES. DURING THIS TIME HE WAS ALSO AN INTRIGAL PART OF THREE SUCCESSFUL TAD TRIPS, 2 TRIPS UNDERWAY FOR A TOTAL OF 1 MONTH ON A DP VESSEL. TRIP RESULTED IN MIXED GAS SUPERVISOR TRAINING AND DIVER FAMILIARITY. ALSO WENT TO KEY WEST FOR MK-16 DIVE FAMILIARITY.
Molecular and Microbiology. Many people hear the major and shudder; thoughts of sleepless nights, studying for courses unintelligible by the ‘average’ person, mad scientists hunched over test tubes and doctors doing open heart surgery. Research science and medicine, that’s what my major is geared towards, and I’m pursuing the medicine side of it all. Maybe I’ll be that open heart surgeon that comes to mind, or maybe just a family practitioner, either way, I want more than anything to be a doctor, a great doctor, and while my M&M degree is the first step in making that happen, I’d have to say that being a Lead Scholar is the second. Many people may not see the medical profession as one that requires being a leader to others, as you make your own decisions and people feel that you work on your own. You consult patients, help them with their problems, you work on each one on your own. If there is any involvement with any other health professional, people think it’s more like a team, with little to no individual leadership. They’re wrong, and right. Being a doctor is being a part of a team, and being a part of a team¬ does take personal leadership.
Leadership is increasingly important in today's society. Many experts and scholars point out that the current leadership crisis concerns moral and character problems in many leaders (Ahn, Ettner, & Loupin, 2012; Callahan, 2004; Wright & Quick, 2011). The following interview report is intended primarily for exploration and comparison of the traits and characteristics of leadership. A leader of a clinical medicine centre was interviewed for this report. The purpose of this report is to explore the leadership characters and traits, and how they can be developed in this turbulent environment. First, I make a brief introduction regarding the background of the respondent and her working environment. The report also describes this leader's personal and subjective perceptions in relation to a literature review which investigates the traits and characteristics of leadership. The report concludes with a comparison and discussion of the results of the clinical condition on the basis of the interview and literature review. At the same time, the report aims to put forward feasible and effective advice and specific programs for present and future leaders and managers in the health care system.