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Importance of leadership in military
Military leadership importance
Importance of military leadership
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The Army's definition of leadership is “the process of influencing people by providing purpose, direction and motivation while operating to accomplish the mission and improving the organization.” Today’s army leaders are faced with many contemporary issues that impact the Army in some shape or form. This paper will cover some of those contemporary issues I think Army Leaders are facing today. Those issues are succession planning, moral and ethical dilemmas and Army Reserve budget constraints. As an Army leader, one should be able to deal with these issues and move forward effectively.
First, succession planning provides continuity among the ranks and within the section. Succession planning today is an overlooked issue among army reserve leadership.
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Moral and ethical dilemmas pose tough calls for Army Leaders but decisions have to be made. The Chief of the Army said, “one of the hardest things a Soldier will face in his or her career isn't necessarily the enemy. It might well be telling another Soldier that his or her behavior is ethically or morally wrong.” Some examples of the dilemmas faced generally involve issues with fairness in performance evaluations, fraternization, homosexuality in the service, employee drug and alcohol abuse. As Leaders, we have to be conscious of the standards and why they exist. We also have to be careful in our decision making not to elude that not meeting the standards and doing things against Regulations and Policies are acceptable. Over the past couple of years, we have seen some of our top Leaders removed due to unethical behavior namely for fraternization or looking over sexual misconduct that had taken place. Just recently, the Army begun the Transgender integration into the forces. Regardless of personal opinion, these individuals have certain rights and Leaders have to ensure guidance is followed. No doubt, we are all aware the Soldiers who filed bogus travel documents and received thousands of dollars in fraudulent travel claims. In this case, the Approving Officials (AO) had an obligation to do what was morally and ethically right and did not. They allowed the fraud, waste and abuse to incur giving the perception that it an acceptable act. I think it is important for Leaders to respond to the dilemmas they encounter and respond
There are 11 Army Publications used as references (ADP 3-0, ADP 6-0, ADP 6-22, ADRP 5-0, ADRP 6-0, AR 350-1, AR 600-100, FM 3-13, FM 27-10, TC 1-05). ADRP 6-22 is composed of 11 chapters, divided into four parts. 3. What is the difference between a'smart' and a'smart'? Background and Discussion a. ADRP 6-22 discusses necessary topics in order to become a multi-skilled, competent, and responsive Army leader.
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
The 3rd Brigade, 101st Airborne Division, a unit known as the Rakkasans, were conducting Operation Iron Triangle in 2006 in Iraq when soldiers killed eight unarmed Iraqi men. The US military severely reprimanded the Commander of the Rakkasans, COL Michael Steele, for the unethical command climate his leadership allowed to exist within the unit at that time. This unit will need a new commander that can set and maintain an effective, ethical command climate through his leadership. That new commander should resolve the issues that led to the reported war crime in order to establish a culture that perpetuates an ethical command climate.
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
The Army currently has an ethical code ebodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army regardless of an individual’s personal background or religious morals. Professional Military Education schools teach the Army Ethic and evaluation reports for leaders affirm this ethic. The Army punishes individuals, especially leaders, who violate this code. The Army administratively punishes Soldiers who do not adhere to this code, and the severity of punishment increases with rank. One recent and highly visible example of this is former General Petraeus’s adultery and the subsequent professional sanctions he experienced. The Army gr...
This book has not changed my views on ethics in combat nor in garrison. In the many years I have been in the military and the over seven combat deployments, I must disagree with Mr. Couch. Instances of unethical behavior are not encouraged to the degree he thinks nor as widespread. Of course, as with any organization where people are present, there will always be outliers
The circumstance of immoral orders is understandable, but a soldier should still meet his or her given instructions. The keys to a soldier's system are the policy letters and army regulations that dictate every given bit of information on the army and its moral history. Within each article and sub-article, the information is pertinent to the success of a soldier and shares the history as well. This can provide lessons to those who instruct other soldiers.
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness. 4th ABCT numerous problems are identified. A vision developed will guide the unit in the future. Most importantly, providing solutions to 4th ABCT problems occurs. Unit problems, vision, and solutions follow in order.
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.
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 current military system is based on obedience and respect for authority. From entering boot camp where personnel are mentally reconditioned to be a soldier, airman, or sailor in the United States Armed Forces, they’re taught that following orders comes before personal feelings or beliefs. Following orders is paramount to accomplishing a mission and ensuring that the job is done correctly, and that what you think or feel isn’t worth shari...
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. ...
War has always been, and will always be, a necessary action perpetrated by man. There are many reasons for war: rage, passion, greed, defense, and religion to name a few. When differences cannot be solved or compromised through mediation with an opposing party, war is the last remaining option. Muslim historian Ibn Khaldun wrote in fourteenth-century Spain, that “War is a universal and inevitable aspect of life, ordained by God to the same extent as the sky and the earth, the heat and the cold. The question of whether to fright is not a significant moral question because fighting is constant; the minor decision not to fight this war will be made only in the context of knowing that another war will present itself soon enough because it is simply always there.” (Peter S. Themes. The Just War)
In addition to this, leaders must provide information to their unit members why such solutions were made, why such way of problem solving was chosen, what circumstances boosted such decisions, how it applies to subordinates‘ duties. Therefore, communication giving clear information transfers thoughts, broadens horizons and reaches better outcomes. The officer must show and teach the subordinates how to solve problems using all possible methods. Commanders must apply the elements of thought and Army Problem Solving Process to solve problems impartially, fully and
War has always been, and will always be, a necessary action perpetrated by the human race. There are many different reasons for war: rage, passion, greed, defense, and religion to name a few. When differences cannot be solved or compromised through mediation with an opposing party and anger burns with a fiery passion, war is the last remaining option. Obviously, the purpose of any war is to win. How are wars won? Perhaps if we were to ask a member of the Defense Department during the early stages of the war in Iraq, his answer might be, “To win this war we must force the enemy into submission by means of ethical warfare.” If we were to ask a marine in the Second World War what he was told by his commanding officer he would reply, “To close with the enemy and destroy him.” (Fussell, 763).