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The importance of leadership in the army
Why military leadership is important
The importance of leadership in the military
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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. 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... ... middle of paper ... ...it’s early formation on Monday morning or at a club nearing midnight. The responsibility of being a leader is a 24 hour, seven days a week job that we all should love to do. It must be taken seriously and achieved by only those who have earned the right to be called a Noncommissioned Officer. Works Cited ARMY LEADERSHIP, August 2012, Department of the Army, ADP 6-22 TERMS ANDMILITARY SYMBOL, September2013, Department of the Army, ADRP 1-02 SFC Earle B, and Jimmie J. 1973 THE NCO CREED, FM7-22.7 THE ARMY NONCOMMISSIONED OFFICER GUIDE, December 2002, Department of the Army, FM 7-22.7 WEAR AND APPEARANCE OF ARMY UNIFORMS AND INSIGNIA, 11 May 2012, Department of the Army, AR 670-1 THE ARMY WEIGHT CONTROL PROGRAM AR, 28 June 2013, Department of the Army, AR 600-9 TRAINING UNITS AND DEVELOPING LEADERS, August 2012, Department of the Army, ADP 7-0
As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing
...at it means to be an NCO. These are our new instruments of war as we face this new, and often intangible enemy. However, it is important that we do not pick and choose which to heed. In our modern Marine Corps we, too often, become impersonal when dealing with those under our charge. We write on our standardized counseling sheets once a month, and are ever ready to serve up a negative counseling or a charge sheet. While these things have their place, we must make sure they do not replace the idea that we, as NCOs, are here to serve those Marines under our charge. No matter what the battlefield. No matter what the fight. NCOs will continue to be the backbone of the Marine Corps. As we press forward, let us never forget the leadership traits that guide us. And let us never forget the NCOs that came before us that taught us what being an NCO is truly all about.
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.
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
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
When we recognize the need to chapter a Soldier from the military it is easy to focus on the negative. However, I believe we are doing it for the benefit of the Soldier as much as we are doing it for the benefit of the Army. If military service is not right for that Soldier we must identify it as soon as possible so they can begin a more appropriate career path. This allows us to put the right people in the right positions and then we can give them the right training. Secondly, I believe an NCO should always focus on training others. We should be training subordinates, peers, and seniors to make ourselves the premier fighting force on this planet (Brownhill & Pierce,2014, p. 48). Every NCO should find their area of expertise, preach that discipline to those around them, and be prepared to teach it with little notice. These are some of the leadership qualities I would like to pass to the next generation of leaders.
The case study provides good examples of a commander working to develop his leaders. LTC Fullerton first scheduled interviews with his primary staff and senior NCOs to identify their skills, strengths, and weaknesses. Fullerton noted during the interview with MSG Regan that he had gaps in technical expertise regarding the battalion’s mission and made a note to address it in his personal leader development program. This is one example of how a commander ...
As officers, the role and responsibility of our position is to the people we serve and the soldiers we lead. We have a responsibility for their well-being to ensure they are looked after and inspired to lead others themselves. We are their role model and guide. Additionally, stewardship is crucial to civil-military relations because it creates trust with the American people through our professional engagement. As an Army governed by Civilian Authority, it is vital to establish mutual respect and trust in order to influence national strategy and policy for the organization and resources of the
... to be the backbone of the Army unless I am willing and able, to do what is right at all times. I must be the standard-bearer. I must be beyond reproach. I must, at all times, conduct myself so as to bring credit upon the corps, the military service, and my country, regardless of the situation in which I find myself. I have recited a creed daily that embodies what makes an NCO. I have lived by that creed and always placed the needs of my soldiers above my own. I have sacrificed in times when I should not have. I have made sure those around me are better off than myself whenever I was able. What I mean with these hollow words, what I hope rings true from the message I am trying to convey, is that I have LIVED with integrity. I have EMBODIED integrity, even when it meant it would harm me; because no one is more professional than I.
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.
The Army spends a great deal of time making followers into leaders and leaders into followers by utilizing several levels of training throughout their military career. This training allows a Soldier to perfect the knowledge and skills required to be an effective leader in every aspect of their job. ...
The Army Ethic encourages officers and leaders across the profession to “develop character by educating, training, and inspiring all who serve to adhere to, internalize, and uphold the Army Ethic as their own.” One of the roles of a captain or any officer is to ensure that the profession’s values and heritage is upheld and continued. Officers ensure that the values instilled in them through the Army Ethic are maintained by all who serve in the profession. One of the main reasons we have stewardship in our profession is that “we live by and uphold the Army Ethic, embracing our shared identity as trusted Army professionals.” Officers embracing our shared identity ensures that we will continue to be experts and stewards of our profession. The Army Ethic is the shared identity all officers have and carry which inspires us to practice stewardship of the Army
I joined the U.S. Army as a private, during basic training and my first duty station would influence my thoughts and shape my mind of the knowledge a Noncommissioned Officer should possess. As a Noncommissioned Officer you will place the needs of your soldiers above your own, just as it is stated in the Noncommissioned Officer’s Creed. Some junior leaders are incompetent by not knowing how to take care of their soldiers and do not live by the very creed that should help define and shape us as competent and trustworthy Noncommissioned Officers. Regardless of the rank, from command sergeant major to a corporal, they should all strive to know their soldiers, place their soldier needs before their own, and lead from the front.
The Noncommissioned Officer (NCO) Creed is what all NCOs should live by. NCOs are the backbone of the Army, it is our duty to mentor, train, and lead Soldiers. I have an Altruistic Nurturing style of leadership. Altruistic nurturing leaders tend to be friendly helpers, warm hearted, and care takers. My priority is the wellbeing of the Soldier. All Soldiers should be physically and mentally tough and ready to accomplish the mission or task at hand.