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Impacts Of Leadership In The Organization
How leadership behavior influences organizational structure
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Commander’s challenge is focusing the mission.
An Operation was going on and one of our soldier’s was hit she was in the open area without any cover but our commander ordered us to fire with all weapons and not to let the enemy to use their weapon precisely with other soldier they took her to the safe area and got medic for her. Having chance to see their commanders’ ability arranging all possible actions saving unit member’s life regardless of danger, helps personal feel themselves comfortable also valuable. They learned commander is responsible for their mission together with their unit. Commander has to know how to reach unity, guide people and bring them together under one umbrella, and help them get the job done with their own will. They
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Military’s restrictions make it more complex. Therefore, Organizational structure, persistent danger and long deployment are the main challenges for the commander’s focus on the mission. Organizational structure is one of the main challenges for the commander. Rigid and bureaucratic nature of that structure is the reasons for that challenge. First, military has rigid structure which makes it difficult to be effective with every different mission. According to the operation’s objective and the environment, a commander sometime needs different flexible team structure, but they will not able to change it easily. They have to make necessary clime front of their supervisors. They have to use that structure as much as they can, till they will get the changes which they want. In the meanwhile they are making extra paper work …show more content…
It effectuates commander less confident and makes team members uneasy. First, under devastating danger situation making himself calm and leading his team needs strong nerves. Making team believing their commander, and to be able work together, without any doubt, when commanders own life in danger will bring complications. That is the goal for commander to be ready for hardship for reaching the goal. The war fighting environment is very stressful, not only for the commander, but also for the team members. The difficulties they face have not to distract them from their mission. If they lose control, they will lose their own life also team members. Second, working between life and death will make commander uncomfortable also will distract him from his mission’s goal. In that kind of risky environment to make your team engaging enemy, fighting them with self-confidence and courage, making your team to relay on you, helps commander and team members being mission oriented also creates difficulties for commander. Pursuing their personal to believe that they are really important for their team, if something will go wrong with one of them they will try to solve that problem with every possible way, regardless of what they have to do need courage. Making every team member to see themselves as a part of the team, making team to believe team’s spirit, creating self-confidence makes commanders job and life very challenging.
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
Mission command is the commander's use of authority and direction to empower adaptive leaders in the conduct of unified land operations. It helps subordinates exercise disciplined initiative when operating within their commander’s intent. To facilitate effective mission command, commanders must accomplish four consecutive stages of the operations process. They must thoroughly understand the problem, visualize a solution that achieves a desired end state, and then accurately describe this visualization in order to direct the organization. Commanders continually lead and assess their organizations and provide input and influence to their subordinates and staff.
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.
Commanders must be able to describe their operation visualization to staffs and subordinates. It fosters a working relationship and a shared understanding of the situation, mission and intent. Without description of mission command from the commander, a unit may not be able to accomplish their task or mission.
A leader must always lead by example, be self-accountable for his/her professional and personal behavior. Have moral and mental strength to do what is right, with confidence and resolution, even in the face of temptation or adversity. A leader must be committed to its SAILORS, so that its SAILORS will be committed to him/her. In today’s Navy, we must be leaders in
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
“Military leadership qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential events—far more time-consuming and expensive than similar training in industry or government. Secondly, military leaders tend to hold high levels of responsibility and authority at low levels of our organizations. Finally, and perhaps most importantly, military leadership is based on a concept of duty, service, and self-sacrifice; we take an oath to that effect.”
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.
In examining the military history, one can easily find out that the main role of military leaders in the field is to decrease confusion and to guide units to achieve the desired end state. In accomplishing these tasks, Situational Understanding and Visualization have become necessary steps especially in today’s complex environment. This importance legitimates the question about their relationship between these two steps and the challenges facing leaders to achieve situational understanding and visualization. Commander’s visualization depends on Situational understanding. Leader’s success in these two phases remains conditioned by overcoming some challenges related to his bias, time and the efficiency of his staff.
Marines can greatly develop this leadership trait through every day practice. Accepting all tasks, embracing each challenge with the desire to triumph is the hallmark of the legendary Marines we are inspired by each and every day. It does not take combat to denote courage. Likewise, the development and enhance of our courage will result in a keen ability to be
The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the greatest effect uses task-oriented instruction and is called battle focus training. After major objectives are defined, they are broken down into smaller sets. These smaller sets are known as collective tasks and are designed to be accomplished by small teams of soldiers. Each soldier is assigned one or more individual tasks that work together to accomplish the collective task. Training begins by teaching soldiers how to accomplish each of the individual tasks. At this point, emphasis is placed on the soldier as an individual. Although training is conducted in small groups, soldiers are evaluated independently of their peers. Once individual task mastery is achieved, leaders have soldiers begin to work together to accomplish collective tasks. This method of battle focus training incorporates aspects of both individualism and collectivism to accomplish the ultimate goal.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
All soldiers, especially leaders, are highly recommended to keep a certain set of values that radiate throughout the entire U.S. Army. They are challenged to keep them near and dear to their hearts and to define and live them every day. A leader is one who takes these challenges serious and abides by
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. 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.
Great leaders are few and far between, but everyone possesses the power to be a good leader. I have only been in the military for about three and a half years; most of this time has been spent at CMR St-Jean and RMCC. I have yet to be put into any major leadership roles, but from what I have been able to accomplish in regards to leading others and the leaders that I have been able observe over the last few years, I have started to slowly figure out what type of leader I would like to become. According to Johns and Saks (2014) leadership is, “The influence that particular individuals exert on the goal achievement of others in an organizational context” (206). From past experience, influencing others to do something can be complicated at times but can be accomplished by staying focused on the task at hand. The leadership roles I have been able to take part in have brought me to the conclusion that cohesion is the core factor of how I lead.