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Traits of a Good Military Leader
Army leadership qualities
Traits of a Good Military Leader
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Unit cohesion is one of the most important things you can have in the army. They book definition says “defined by one former United States Chief of staff in the early 1980s as "the bonding together of soldiers in such a way as to sustain their will and commitment to each other, the unit, and mission accomplishment, despite combat or mission stress". Unit cohesion It is one things that keeps soldiers alive, wether it is in combat or training. Not every platoon or company or unit has unit cohesion, now is it good or bad. Good cohesion is basically when soldiers have each others back no matter what. It is when one soldiers knows what the next soldier is going to do without communicating, and doing it right and safely. It is about more then caring about each and other and looking out for each other. It’s about know …show more content…
what each likes and dislikes, what makes then happy and what makes then cry. In the book Band of Brothers they explain it when with 3 major topics “NCO’s, time spent together, and surviving it all. Band of Brothers is about E Company, 506th Regiment, 101st Airborne and different engagements they company has went though from training in the states to training, over seas. To jumping and into Normandy and fighting their way to Germany and hitlers mountain. Also it talks about each character and their lifestyle and the little stories that each and every soldier had from the time they join the airborne until the time they got out. NCO’s basically run the army and keep it on a steady path.
Officers in the army do a great job to. The reason the NCO’s are most important Because the spend the most time with the soldiers. They understand the soldiers more then the officer do because they are always around them more. In the book Band of brothers the NCO’s is what makes the company the one of best companies in world war 2. 1st Sgt Lipton in my personal opinion is the best NCO’s because he displays the ultimate show of leadership he was a natural born leader. From the time that Lipton was a regular sergeant until he became a first sergeant he always had a bond with the men that they would listen to him, more than anybody else. When Easy company lost Captain Winter because he got promoted and the new Lt. accidentally got shot by a worry some private. The new leader that easy company received wasn’t really a leader not cause he made bad decision, it was cause he didn’t make decision at all and he never spent time with his soldiers, and get to know them. The NCO’s are what kept the company together when they didn’t have a leader, and when the company would go through tough times in
battle. The time that soldiers spend together is the easiest way to build unit cohesion in the army. I can related to this in a way, When I first came to Virginia state as a freshman I was in the ROTC program with a many cadets. The ones that stayed in the program all the way up to our MSlll year, that didn’t drop out or come in late I have a closer cohesion we understand each other better then the ones that join the program late or dropped it and came back. We spent the most time together that is how are group cohesion became stronger. When soldiers spend years together the have no choice but to be in go cohesion. Because they start to care for each other, because they been around each other for a long time. So they start to understand how each other tick and having each other’s back. In band of brothers Before the company ever made Their first jump into Normandy they spent 2 years together training. A week or two before Easy company jumped into Normandy, They received a new executive officer Lynn Compton “Buck”. Since Buck was new to the company he had to earn the soldiers trust. By doing that, he play cards with the soldiers, gambling trying to get closers with soldiers so they would accept him. Since he didn’t have 2 years with the company had earn his way in. Since easy company was together for so long they became one of the best companies in the airborne, because they had the best unit cohesion. As the war went on the bond that they had only got stronger and stronger. Also another reason why Easy company was so good was because of Captain Herbert Sobel, He pushed easy passed there breaking point and then some. He got shaky in the field and in war that gets people killed and none of the soldiers liked him because of that. As the years went on Easy company had to deal with Captain Sobel until he was switch out and went to be a instructor. While Sobel was there everybody hated him so that was one thing that the whole company could connected on or come together and talk about. Eases cohesion become strong before they even step foot to fight the enemy because of that. Surviving it all only comes when people have been through it together and came out better and stronger on the other side. When the soldiers went to airborne training they came in not really knowing each other, they know who each other was and were friends. As time went on through airborne training and getting ready to jump in to Normandy and fight. They become closer as a group of friends then they were when the showed up on their first day. Because they been through it together dealing with captain Sobel, Running up the hill at Currahee with PT’s or in full battle raddle and Jumping out of planes. I can relate in someway at basic training, I went to basic training at fort Benning for Infantry Basic training which is one of the hardest basic trainings. I went in not really knowing anybody but as time went on I grew closer with those guys, cause we be through it. Stuff that other basic trainings don’t do. Our FTX was 5 days and 5 nights and ended with a 8 mile ruck back to a place called honor hill. The first 2 days at FTX there was a real bad storm and it storm the whole day we slept in foxholes those 2 nights in the storm. Another thing that we went through was Something Called battle march and shoot in the whole company that was the day that everybody remembered, because no other basic training does that. Since we survived that we all started to come even closer. There is only one thing that bonds humans closer and that is being in combat. Easy company was in so many engagements that their bond was the strongest in the airborne, that is why their unit cohesion was such a good one. It was because they been through it and survived it all. Their was one part in the book during they battle of the bulge when the men were laying in their foxholes that They were bombarded numerous times, holding the man next to them. No other time will a man experience fear like that, they only time in my personal opinion when someone would be more scared then that was assaulting Omaha beach in 1944. Once you been through stuff like that you can’t help but be closer then brothers, having each others back willing to lay your life on the line for the person next to you, That’s real unit cohesion. That is why Easy company, 506th regiment, 101st airborne was one of the best military unit’s thought out history. Because everybody in the company was willing to die for the man next to him, and every soldier knew that the man next time him was willing to die for him. Once unit’s start thinking like that our Army will be the best army, even tho we already are. The band of brothers was a good book I like military history so I was tuned in to every page. I read it when I was at basic Training It kind of got my mind off of things when we had down time there.
Introduction. Common Attributes of military leaders are just that, common. The accomplished Generals, Colonels and Majors that contributed to the most successful wars of our country have been molded a certain way. They are molded through vigorous training both in scholastic training and in the field along with rigorous mentorship. Colonel Lewis McBride was a rare exception to the rule. As a renowned Chemical museum curator so distinctively puts it, he was, without a doubt, one of the most interesting and industrious officers in the history of the US Army Chemical Corps.
... book to characters in other novels, you begin to see styles of leadership that are used and the effectiveness that they can have on a person’s character and ability to accomplish a mission. I feel as if a constant leadership style was put in charge from the beginning of their deployment that followed the standard that was necessary, then the soldiers would have been unable to commit the crimes they did during their deployment. On the flipside of that coin, I feel as if more competent leaders had existed through the tumultuous time of the deployment, they would have been able to adapt to the situation and control the soldiers they were responsible for no matter how difficult the deployment became. Despite the fact that 11 of 33 original 1st platoon leaders were removed by the end of the deployment a strong leader duo could have prevented the actions that took place.
The Non Commissioned Officer (NCO); the "backbone" of the Marine Corps. The driving force behind the battle of Belleau Wood, the battle of Hue City, the fight for Fallujiah, the taking of Marjah and, most recently, the battle against suicide and sexual harassment. No other group of men and women in the world have been called to fight across such a broad area of operation. As we look at the ever-adapting role of the NCO, we must first look to the past. One of the foremost examples that comes to mind is John Basilone. To Marines, Basilone needs no introduction. He was a hero, and Sergeant when he was awarded the Medal of Honor. No words can better describe his heroism than his citation. “For extraordinary heroism and conspicuous gallantry in action against enemy Japanese forces, above and beyond the call of duty, while serving with the 1st Battalion, 7th Marines, 1st Marine Division in the Lunga Area, Guadalcanal, Solomon Islands, on 24 and 25 October 1942. While the enemy was hammering at the Marines' defensive positions, Sgt. Basilone, in charge of 2 sections of heavy machine guns, fought valiantly to check the savage and determined assault. In a fierce frontal attack with the Japanese blasting his guns with grenades and mortar fire, one of Sgt. Basilone's sections, with its gun crews, was put out of action, leaving only 2 men able to carry on. Moving an extra gun into position, he placed it in action, then, under continual fire, repaired another and personally manned it, gallantly holding his line until replacements arrived. A little later, with ammunition critically low and the supply lines cut off, Sgt. Basilone, at great risk of his life and in the face of continued enemy attack, battled his way through hostile lines wit...
The United States Army has been a leader in military prowess on the world stage since its inception in 1775, and with such a record, it is reasonably assumed that there must be solid foundation within the organization working to maintain the high level of performance. The Noncommissioned Officer Corps is one institution within the Army that serves as a large portion of this foundation that makes it the fighting force that it has always been, and the noncommissioned officers have been an integral piece since the very inception of the Army. The Prussian General Friedrich Wilhelm von Steuben, organizer of the Noncommissioned Officer Corps, encapsulated this idea when he coined the noncommissioned officer (NCO) as the backbone of the Army. (Arms, 1991) In an Army that is continuously adjusting to world around it while maintaining its status as the military leader to all other nations, the Noncommissioned Officer Corps has always provided the platform for continuity through a growing rank system based on its original core, an evolving training program to develop effective leaders, and a creed that moves us forward while remembering the rich history of the corps that came before us.
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
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.
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
The NCO Creed states, “I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army” (‘The NCO Creed’). That verse alone should be the most inspiring part that all Noncommissioned Officers should love to hear because it’s true in many aspects. The question to ask is, are we driving it in the right direction. There has never been a time in our history when Soldiers needed competent and strong leaders more than today. The social complications that our young Soldiers face are beyond what any generation before them has had to endure and learn and navigate. The military are looking for leaders who can be role models for these Soldiers. Anyone can tell a soldier what to do, but a good leader can show, direct and motiva...
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.
...n was yet another display of the most beneficial style of leadership. Putting together teams, holding regular meetings in locations that were conducive to deep thinking, allowing debates, and discussions to take place, not choosing sides and arriving at a consensus is the very core of team building and fostering inclusive environments. Doing it all while displaying sound ethical principles routed in being a southern Baptist Minister enabled Dr. King to achieve huge successes as the primary leader of the Civil Rights Movement. Taking notes from one of the great leaders of yesteryear can and does help senior non-commissioned officers get better. Being an effective motivating speaker, putting the organization before self, team building, and having appropriate ethical principles to back it all up go hand in hand with leading Airman in today’s United States Air Force.
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
In conclusion, a good NCO is a leader who knows and follows the rules, as well as makes difficult decisions when the situation calls for doing so. There is no perfect NCO, since being an NCO embodies subjective qualities and dealing with problems that do not have single, perfect solutions. However, good NCOs do exist and without their efforts and dedication, the United States Army would not be the most powerful fighting force that it is today. References United States (2001) -. Preparing and Managing Correspondence:
Upon graduation, each of us will face the challenge of building a cohesive team through mutual trust. Trust is the groundwork for any successful team. Just as the commander will learn to trust me, I in return will have to trust my commander. As a Command Sergeant Major (CSM) or Staff Sergeant Major (SGM), I realize that my Soldiers will not trust me right away, and I must gain their mutual trust through my daily interactions. By setting an example and living the Army Values, I will gain their mutual trust. My commander and I will plan team-building events often to maximize the opportunities to build the mutual trust within our organization with the staff and Soldiers. Understanding that team building requires an effort on everyone’s part but the chance to bridge any gaps tha...
When analyzing a group and its development, there are several points to consider. The greater the similarity in member attitudes and values brought to the group, the greater the likelihood of cohesion in the group. Group cohesion will be increased by success in achieving the groups’ goals, low frequency of required external interactions and under conditions of abundant resources.