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Styles of leadership in the navy
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As the Command Master Chief of U.S. Naval Computer and Telecommunications Station (NCTS), Far East from June 2014 through December 2016, Master Chief Horton demonstrated superb leadership, influential presence, unequaled counsel and proactive engagement in the Navy's most geographically dispersed NCTS command. His leadership in the Chief's Mess was instrumental in setting stringent, achievable performance standards and professional growth for junior Sailors, Chief’s Mess and Wardroom. His specific accomplishments include:
- NAVY-WIDE RECOGNITION AND SAILORIZATION
- His sustained, proactive leadership and mentoring directly contributed to recognition of Sailors and civilians as follows:
AFCEA COPERNICUS Award Winner 2014 - NCTS Far East HQ Base Communications Officer (BCO) Mr. Chris Mommaerts.
AFCEA COPERNICUS Award Winner 2015 - NCTS Far East Detachment Sasebo BCO Mr. Andy Schrader.
ENLISTED WOMEN IN SUBMARINES Inaugural Selection - NCTS Far East Detachment Singapore IT2 Jin Choe - one of thirty-eight selected Navy-wide.
UNITED SERVICES ORGANIZATION (USO) JAPAN Volunteer of the Year Award 2014 - NCTS
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Each site, whether led by a junior Officer or civilian civil service employees, all turned to Master Chief Horton as the binding force within a command spread across five nations and spanning five time zones. His proactive involvement and enthusiasm had a significant impact among civilian and military leadership, effecting not only rapid technology change, but also garnering wide recognition for the scope of the command's mission. Additionally, he improved upon a command CPO 365 training program that continues to provide positive interaction between Chiefs, First Classes and Chief Selectees, which has resulted in a diversified and ready force of First Classes and prospective First
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
First off, I want to start out by thanking you for going through the CCTI. Even though this time honored tradition has change a lot over the years (For the good and the bad) it is still a important part of our service rich heritage that is staying alive because of you and your fellow PCPO’s. A lot of E-7s will not even take two month out of their busy lives to learn about what it really means to be a Chief.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully utilized mission command through leading, understanding, visualizing and assessing.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
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
Captain Aubrey exhibits and demonstrates leadership characteristics that inspire his crew to be the best that they can be. One of the most important leadership traits that Captain Jack has is a single-minded focus on his purpose. All of his decisions are held up against the g...
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.
NSSS states a few current trends in space as being “congested and contested” (NSSS, 8), which is shaping our space strategic environment as well as fueling debates for space weapons. “Congested” trend refers to the current “60 nations and government consortia that own and operate satellites and the expectation to have 9000 satellite communication transponders in orbit by 2015.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. 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. My involvement in all aspects of mission command is critical to the success of our organization.
...on-1 and Topex/Poseidon data for seasonal climate prediction studies, AVISO Altimetry Newsletter 8, Jason-1 Science Plan, pp. 115-116, 2002.
National Aeronautics and Space Administration, (2012, April), Orbital Debris Quarterly News. Volume 16, Issue 2
1993 - 1997 -. Earth & Sky World of Science Web Page. Byrd and Block Communications, Inc. 1998. The. 4 October 2003 http://earthsky.com/worldofscience.com/>.
Leaders require essential leadership skills to effectively lead. The Chief Petty Officer (CPO) Academy teaches those essential skills to enhance leadership ability out in the fleet. During my time at the CPO Academy, I acquired vital knowledge and skills in leadership throughout the classes I took which I will be taking back to the unit. One class that had a significant impact was the Facilitative Leadership class which gave me the tools to effectively run a meeting. In addition, the Change Management class provided me with the skills necessary to support Command Policy and get crew buy-in. Lastly, the Stress Management class imparted me with knowledge on how to deal with stress and mitigate it.