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Some cognitive factors associated with leadership effectiveness
Cultural competence in the army
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I found Cognitive Flexibility, from the Adaptability Model of Change Management chapter to be the most important concept. Since the Air Force is constantly changing, we as Noncommissioned Officers need to adapt effectively to any changes in our organization or environment. Out of the three elements of adaptability in module 5, and the element of cognitive flexibility is a key to understanding the change. For this reason, when I use cognitive flexibility correctly, I can incorporate different thinking strategies among the group. Since I can be blinded to certain perceptions, I can develop this characteristic in order to better adapt to the situation by seeing it from multiple views. I believe this is very essential for any leader to think …show more content…
Each element has its unique effectiveness and one works better depending on the situation. For instance, dispositional flexibility is taking any bad situation to something good by being optimistic and realistic. Emotional flexibility is taking the situation using different emotion strategies. Cognitive flexibility is understanding the need for change to overcome old habits and old ways of thinking. When construsting new ideas and approachs, it will be ideal to use an divergent thinking to achieve the best possible solution to to the change. However, not just one soliton, but many to avoid any unexpended situations. When something new is introduced, normally people are reluctant and skeptical to accept it firsthand. This phenomenon is very common, but with proper knowledge and a worthy solution I can get approval from the team. I can effectively engage and communicate these changes by explaining the need for the change and sought ideas. For instance, when the Fitness Center had a decrease in manning due to shortage, there were changes in personnel and operations. With the changes in personnel, many complaints rose among the military community. There was a plan to hire more civilians to fill in for the shortage. It was a good idea and the sections’ leads educated us on the changes. However, no one had cognitive flexibility in case of any unforeseen circumstances. The facility was negatively impacted when there were issues for funding and we had no back-up plan after the initial plans faltered. After witnessing this shortfall, I will ensure any changes have different
LM06-2, Change Management Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
Response on a soldier’s performance should not be kept for yearly appraisals and mandatory counseling. Instead, comments should be given as often as possible by the senior who oversees the developing leader most. Counseling, mentoring, coaching, teaching, and assessment can be used as tools to provide advice (Key-Roberts, 2014).
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
Adaptive leadership is becoming widespread in the United States Army amongst junior officers in leadership positions that require quick thinking and innovation. Leonard Wong discusses how the versatile and unpredictable enemy and situations in Iraq produces adaptable junior officers. These officers are learning to make decisions under chaotic conditions and are becoming more mentally agile. The Army is changing. The Army is transforming its capabilities in the war in Iraq to be effective and successful. General Schoomaker states that we will not accomplish our goals as a nation in the 21st century unless our Army becomes much more agile but with the capacity for long term, sustained level of conflict. The Army is in the process of eliminating its old ways of war, it has to become somewhat of a decathlete. Trained for multiple events across a broad spectrum not just one event like a track athlete.
The role of a human resource sergeant in the Army profession is well-defined by the non-commissioned officer (NCO) creed “we are professionals, non-commissioned officers, leaders” (SFC Earle, Brigham, 1973). We build a camaraderie in our profession that is unlike any other. Not all can say that they are experts, it requires years of training in that field to become a professional. In our profession, we must earn the trust of many, such as subordinates, colleagues, clients, and the nation. We are merely servants, here to serve the Soldier and their Family. Soldier’s take pride in the service that they provide.
A leader needs to rely on their gut feeling or as Bennis refers to this as “inner voices.” The leader needs to be confident in themselves. Bennis’ previous points suggest knowing oneself and their world to give them that confidence to make decisions. A true leader relies on everything they have learned to set their vision.
"The leader must understand that he leads us, that he guides us, by convincing us so that we will follow him or follow his direction. He must not get it into his head that it is his business to drive us or rule us. His business is to manage the government for us."-- Theodore Roosevelt
There are many excellent takeaways that Army leaders at all levels of war can implement when making a change. Lessons learned by many companies were thoroughly discussed and clearly highlights the pitfalls and traps leaders fall victim to when making a transformation. Therefore, Leading Change is a must read for military professionals because there are two critical tools that all leaders need to put into their kit bag, the eight reasons why change initiative fail and the eight-stage process to lead the organization through successful
Persuading others of your vision requires knowledge and a clear strategy (Business Dictionary). Leadership is a natural quality that comes up as responsibility in exchange of having followers with, in return, the followers creating a leader. Concluding that leadership in general cannot be taught, as per the Trait Theory, we argue that it is different characteristics in different situations that result in good leadership. The Trait Theory points out that there is a certain type of person making a good leader, with the decisive factor being: having or not having distinctive qualities of being a leader. Despite that, being an effective leader still can be trained. External and internal influences impact the effectiveness and must be considered in order to succeed. Which leads us to the Behavioural Theory, thinking of what a good leader actually does. Kurt Lewin developed three leadership types such as the autocratic leader who is a maker, someone who makes decisions without consultation with others. Contrasting, the democratic leader who consults with others (a team, for example) before making a decision. Laissez-faire leaders, as the name already indicates, occasionally lets other people make decisions, doesn’t
Throughout the case study, Dan Lee, a Chinese American, was struggling with concentrating on his college studies and reoccurring personal conflicts amongst people. Dan is an undergraduate student preparing to apply for medical school, which he cannot apply unless he passes all necessary courses. However, he has been having some difficulty with staying on top of all assignments given. Also, he seeks help from the university-counseling center with his feelings of anxiety, tension, sadness, and anger. Many of these feelings arise when his fellow peers, family, and friends does not see that he is always “right” and they are always “wrong”. Although, in some cases he feels disrespected by the way his mother and sister does not abide
Growing up in the Army, the most aggravating experiences this author encountered involved Non-Commissioned Officers who were deficient in the skills of writing, teaching and orating. This led to unclear counseling statements, vague verbal instructions and poorly executed training. Everyday junior enlisted Soldiers loose imperative feedback and professional development from of this deficiency, creating a negative cyclic effect. This negative cycle is influencing our junior enlisted soldiers to place little to no emphasis on effective communication skills. As a result, newly promoted Non-Commissioned Officers do not have the tools to accomplish essential tasks such as recommending a well-deserving Soldier for the Army Commendation Medal or briefing a complicated subject with clarity. It is inarguable evident that Non-Commissioned Officers need place more emphasis on effective communication skills. In order to implement change, this author has constructed suggestions to integrate each communication skill into daily training.
When management and employees are flexible, they are quicker to respond to the external business changes than someone that is static. The world will always have new demands for specific products and Gore can deliver with their fast paced change system.
I believe a great leader should first seek to understand, then to be understood. This is the belief in which I hold most dear. There have been too many times when I have failed to follow this creed and too many times in which I have unintentionally created discord and misunderstanding amongst my peers and students. Now, when I first listen to a teacher who is having trouble with another colleague, I can understand the situation fully before I discern which piece of advice should be given, what action should be taken, or if the teacher simply needs an ear to fill and a moment to reflect on the bothersome situation.
In this assignment, I will discuss three aspects of my last unit that were in need of revitalization. The unit’s morale, performance, and desirability were not in a good state. I will begin by giving a brief background and details of transition into the unit, then move onto descent and mistreatment while being a member of the organization. Finally, I will give my vision for what an ideal unit of this kind should look like. Upon receiving a commission as a United States Naval Officer, I was screened and chosen to be a member of the Explosive Ordnance Disposal teams.