Gene Kamena's Right To Lead Assessment Model

On a warm San Diego night in May of 1988, not smart enough to know whether I should be scared or excited, I embarked on my military career standing atop yellow footprints neatly painted on the asphalt. As an eighteen year-old kid entering recruit training, the finer points of leadership, at any level, had not yet piqued my curiosity. The drill instructors who supervised my training placed far different leadership expectations on me than what I will face as a colonel in the Air Force. Having learned a lot, good and bad, along the way, I realize that I must adapt to make good decisions and effectively lead at the senior level. Dr. Gene Kamena’s Right to Lead Assessment Model (RLAM) provides a handy, visual means to think about leadership, and assess how one can grow as a leader. Using the RLAM, I can concentrate xxxxxx My current leadership skills and abilities have enabled me to thrive at the tactical and operational level; however, in order to succeed

I am an introvert by nature who approaches most everything from an analytical perspective. Although I consider myself a very positive person, many people, including my wife, tell me that my personality and delivery method often make me appear insincere or uncaring about a situation. While this calm demeanor works to my advantage in dynamic, high-intensity activities, like battle management in a combat environment, it clearly works to my disadvantage when dealing with people on a personal level. During my twenty-six year career, xxxOne mentor in my career. As a consequence, I have not spent enough time mentoring others. Fortunately, Air War College offers me plenty of ways to work on improving my personality and how I project myself to others. Being more self-aware mentoring opportunities, fostering relations with diverse , and learning from senior leader perspectives in seminar and