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Jörg Muth was born in Germany; he obtained his doctorate in military history in the United States, at the University of Utah. Besides, the Command Culture, Jörg Muth is the author of a dissertation about the Prussian Army during the epoch of Frederick the Great, and other articles on German military history of the 20th century.
Command Culture is a provocative book. It stimulates screeches of indignation from some readers and indignant admiration from others closely familiar with the US Army and the German Army. Yet, before going into further details about the content of the book, it is important to know that, even though, the author of the book is of German origin, the content of Command Culture is unpretentious, well balanced and based on
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Mr. Muth argues that the military education and training systems in Germany were established and updated following the maxima “Train as you fight”. However, in the United States, according to the author, there did not exist such an approach. As a result, the U.S. military education and training systems existed in a narrow-minded environment without considering the methods on how fighting was done during the respective era. The author argues that the U.S. Army leadership failed to cognize that the tutelage of young officers should be farther reaching in its curriculum than the mathematical, engineering and other technical courses that by tradition had formed the substance of cadet studies at West Point. Another important field, in which the U.S. Army has failed, according to the author, is that of leadership. According to the author, leadership concept is a value that the U.S. Army has never tried …show more content…
Muth are actual even nowadays. These attributes are Leadership and critical thinking. Leadership was an essential ability for the ancient and modern leaders. For that reason, the description and the importance given to leadership by Mr. Muth applies even nowadays, because regardless of the fact that the nature of war changes, yet, commanders will still have to accomplish their mission and lead their people in the best possible manner. In addition to leadership, critical thinking is another attribute discussed by Mr. Muth. Mr. Muth argues that leaders utilized their critical thinking abilities to analyze, elucidate, and evaluate strategic, operational, and tactical problems of all types. The same principle applies to the great military thinkers nowadays. Officers, even nowadays, have to prepare plans, test them and make the necessary adjustments as circumstances change. At the end of the day, leadership and critical thinking are all about solving complex bad-structured, concurrent, complications and to be able to cooperate with subordinates in the most efficient and tactful
Stewart R. W. (2005). American Military History (Vol. 1). The United States Army and the
Weigley, Russel F. History of the United States Army. Bloomington: Indiana University Press, 1st Edition, 1984.
Part 1, The Basics of Leadership, Chapter 1 covers Fundamentals of Leadership while Roles and Relationships are covered in Chapter 2. This section describes and depicts levels of Leadership. We as a military are set apart from other non-military professions in that Soldiers must be prepared to use deadly force and have the courage required to close with and destroy the enemy. All leaders, from non-commissioned officers and warrant officers, to commissioned officers, inherently possess a great responsibility. The repercussions of decisions and actions impact the lives of Soldiers and their families. Additionally, these decisions affect the battlefield environment including enemy and non-combatants, both military and
The Army’s history includes many unique global events such as World War I and II, the Vietnam War, the Korean conflict and most recently operations Desert Storm and Iraqi Freedom. An in depth study of these historical events is beyond the scope of this paper however, the origin of the Army is relevant in discussing the Army’s overall culture.
“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.”
The Army requires its members to adhere to prolonged training and learn specialized skills. From the moment a soldier transitions from the civilian sector into the Army, he is indoctrinated with training. Regardless of rank, the Army demands each soldier to be technically proficient and mentally competent in order to be qualified in a respective Military Occupation Specialty. As a soldier progresses in his military career, he is required to continue his education and training. Army leaders are expected and required to continue developing their skills through academic studies, operational experience, and institutional training. An opposing view argues that anyone can learn these skills; however, statistics show less than 0.5% of the population serves in the armed forces, indicating a soldier is a rare mix of intelligence and character.1 These lessons are necessary qualifications to achieve what General Martin Dempsey describes as “effectiveness rather than efficiency.”2 Much like the profession of medicine which must heal, the media which must provide truth, and law which must provide justice, the profession of arms must provide secur...
Military leadership is always an important factor in war. Good commanders will accomplish the goals of their side, while inferior generals will only hinder performance and fail their leader. However, not all great generals are victorious. Victories depend heavily on the availability of resources. Leadership does not relate to the supplies one has to draw from, but instead to the personal traits of the man himself.
Dwight David Eisenhower (1955), the 34th President of the United States, gave an explicit definition of leadership, “The job of getting people really wanting to do something is the essence of leadership….” The Army, like any other civilian organization, defines different levels of leadership depending on a size of a unit a leader is in command of. Tactical and organizational leaderships are two first interconnected levels of leadership in the Army. Both levels of leadership have many commonalities regarding duties and responsibilities; yet they are very different in the way the leaders develop themselves, train, and take care of their soldiers.
Leadership is contagious throughout the world and most importantly in the Army. It is not just my view, but of all leaders, at all levels, that organizations are responsible for setting conditions that lead to long-term organizational success. As I reflect on my experiences, through experience and observation, I realize how my values, beliefs, and perspectives about leadership continuously evolve over time. Recognizing these changes over time helps me better understand that people in organizations have different perspectives in life. This leadership narrative serve as important guiding principles for how I will lead at the organizational level and represents my thought, values and beliefs.
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.
Introduction “Leaders have always been generalists”. Tomorrow’s leaders will, very likely, have begun life as specialists, but to mature as leaders they must sooner or later climb out of the trenches of specialization and rise above the boundaries that separate the various segments of society.” (Gardner, 1990, pg. 159). The. In a recent verbal bout with my History of the Military Art professor, I contended that the true might of a nation may be inversely proportional to the size of its military during peacetime.
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
Leaders must think to survive in every form of physical and mental conflict. Army leaders are responsible to solve problems, from “the mundane to the magnificent’ , with an expectation of complete success in determining the best possible decision to a given problem. Utilizing cognitive training tools to expand a stagnate mind (Drs. Paul and Elder’s Eight Elements of Thought) and following proven models of success (Army Problem Solving Process) facilitate a positive outcome for Army officers when they are making difficult decisions. Drs. Paul and Elder developed eight elements of thought that assist Army officers and provide additional definitions to the thought categories in the seven steps of the Army Problem Solving Process.
As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several separate focus areas and identified my overall strengths and weaknesses as a leader. Over the course of this paper I will briefly discuss each one of these assessments and journal entries as they pertained to me and my leadership.
“An Army leader is any one who by virtue of assumed role or assigned responsibility inspires and influences peoples to accomplish organizational goals. She or He motivates people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.1” But for him to do that effectively and efficiently , he has to be prepared, shaped and refined. There are few institutions to prepare such leaders and CGSC is one of those institutions which are mandated, organized and equipped to prepare such leaders. In implementing its mandate, CGSC has programmed ILE common core C 100 to provide foundations for effective leadership development. The lessons covered in this block of instructions are important pillars of leadership development and impact on officers differently depending on the fields/specialties and the level of positions held. This paper therefore attempts to discuss the relevance of critical thinking and problem solving, group decision making, overcoming biases, planning and order production lessons on my future assignment as a logistics staff officer.