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Challenges of leadership
Challenges of leadership
Importance of leadership challenges
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In my military career, I have been to many localities, and met many great NCO’s to gain expertise, and wisdom from. My biggest challenge as an NCO has been my stretch as an AIT Platoon Sergeant in Fort Leonard Wood MO. Being an AIT PSG you have many tasks you have to complete, and many soldiers you have to manage. There are leadership challenges in every job, but as an AIT PSG all of the challenges can be tested within a small period of time. On a daily basis, you deal with anything from pay issues with behavior issues you will learn many things and test yourself always. When I arrived at E-CO 169th ENG BN it was to be the first day of many new experiences and challenges. On the day that I arrived to E-CO as an AIT PSG I was not quite qualified yet to run an …show more content…
As a leader we are expected to adhere to the standard and expect our subordinate to do the same. I have had one soldier in particular that does not agree with the battle buddy system. In AIT we have the same standards as in basic training every student is designated a battle buddy that has to be with at all times. This particular soldier has continuously been counseled on many occasions about having the proper battle buddy and not being alone ever! She ends up alone on many occasions and does not seem to understand why the battle buddy system is in place. Even though she has been a challenge I have remained patient with her, and explained why this rule is in place. We have made strides in leaps and bounds with this soldier. Just giving that extra time has opened her up to understanding and willingness to change. If you can get through to the soldiers by giving them some one on one time and really caring about where they come from as well then you have been successful in your mission. If you can give some extra for whatever they need while getting the mission accomplished, then you have become an advantageous
...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 critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is disengaged leadership has created a unit culture tolerant of sub-standard and inappropriate behavior of and indifference. While deployed 4th ABCT’s leadership fostered an elitist unit culture, tolerant of, and indifferent to individual development and personal needs. The demands of the short notice deployment coupled with the SFAT mission change create a stressful environment and planted seeds of separation within the Brigade Combat Team (BCT). The change from offensive operations to security and stability operations negated the Mission Essential tasks 4th ABCT completed during their Mission Readiness Exercise and resulted in 4th ABCT not receiving
While many of these changes include the advancements in technology and ingenuity, nothing can replace the rich history, proud culture, and bright future of the NCO Corps. Though several additional factors doubtlessly play roles in the strength and continuity of the corps, I do not believe any have contributed to the extent of the solid rank structure, efficient training network, and passionate NCO Creed. These elements have worked together in continuously strengthening and molding the NCO Corps, and they will remain building blocks that will project the Army into the
As NCO’s we sometimes become complacent in our positions and our routines. Accepting challenges is what sets us apart and continues to ensure that we grow as Soldiers, Leaders, and Non-Commissioned Officers. The Sergeant Audie Murphy Club induction process is rigorous, and because of the rigorous amount of preparation that it takes to earn it, I will become a more knowledgeable NCO, while also allowing room to realize what my weaknesses are in order to improve in those areas. This learning and self-refining assessment will ultimately help me become a better NCO for my Soldiers. I aspire to become a member of the Sergeant Audie Murphy Club for
Team leaders again represent that commanding leadership of their troops and will have to report that to their commander and so on and so forth. We risk not only one soldiers life, but the many others who need that soldier to have their battle buddies back in the face of combat. The keys to a solider 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 articles the information is pertinent to the success of the soldier and shares the history as well, this can provide lessons to those who instruct other soldiers in training.
When I arrived at my first unit, the 172nd Stryker Brigade Combat Team, Fort Wainwright, Alaska, I was assigned as a Prophet Team leader by SFC Miser, my platoon sergeant. For someone fresh out of AIT, this was a daunting task. I had no experience tactically or technically. In addition, I was appointed over three PFCs who have been in the unit for a year. Soon, I felt disaster was looming over my head. One month later, two of the PFCs asked me to resign as the team leader. I felt humiliated. Later, SFC Miser pulled me into his office and explained to me why he chose me as a team leader. He saw there was potential in me to be a good leader. He told me as long as I remained diligent in accomplishing my missions and demonstrated my willingness to take care of my Soldiers, my Soldiers’ opinion about me would change. So, I spent extra time learning the systems and went out of my way to attend to the needs of my teammates. I quickly earned their trust and confidence. Since then, I never forgot what I had
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.
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.
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.
The term “accountability” means the fact or condition of being accountable; responsibility. Perhaps the most important result of accountability is trust, which is an essential in any type of relationship. Being accountable to something means that you’re willing to make commitments and be responsible for your own actions. This promotes trust between you and the people around you. Whether you are in the battlefield or not you could always rely on the marine to your left or right. In the Marine Corps, the average age of a marine ranges from 18-21 years old. For some they treat the ages from 18-21 years old differently because how irresponsible they can be, but if you are willing to hold yourself accountable to this trust, you’re telling the people around you that going to admit it and make amends. Without accountability, you may only catch these habits when mistakes have already been made and your team has already suffered the loss. NCO’s are like mentors or leaders in our lives. They will come to you when they need a task to get done and if things get done correctly and efficiently and in return they will reward you with putting in some good words. This increases exposure that will lead to more broad opportunities in the Marine Corps.
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.
During morning PT on Ft. Campbell, CSM Hambrick was a regular fixture along the run route and throughout the Brigade’s footprint. He always encouraged leaders to participate in daily PT with their subordinates and regularly joined them as well. CSM Hambrick showed up during an APFT and asked me what my best run time was. After receiving my answer, he told me that he believed I could do better and he would run with me to prove it. I took an entire minute off of my run during that APFT. After the APFT he gathered the present NCOs and explained the importance of breathing excellence into your subordinates. He always stressed that it was important for Soldiers to know that their leader supported them and expected greatness. In reflection, I realize that he was also demonstrating that an effective leader leverages every available opportunity as a teaching
One of the topics in organizational development today is leadership. Leadership is what individuals do to mobilize other people in organizations and communities. According to Kouzes & Posner, there are five practices and ten commitments of exemplary leadership. The five practices of exemplary leadership include: Model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. In the Leadership Challenge, Kouzes and Posner found similar patterns and actions of leadership that created the essentials to achieve success. Utilizing the research conducted by Jim Kouzes and Barry Posner, I have created a leadership plan that would apply to the Admission Department at Texas Wesleyan University.
While it's often easier for a leader to just raise his or her voice. The message does not always get across to the Soldier. Start by attacking the performance, not the
The commander is arguably the most experienced leader in the organization. His value of leader development will influence the rest of the Soldier’s value of leader development accordingly. The commander is responsible for ensuring the unit has a leader development program and that it is nested with everyday training. His vision for the unit’s leader development program will shape how the S3 incorporates the development program into the unit’s training plan. The commander must establish a climate that values leader development by being open to constructive criticism and recommendations from subordinates. LTC Fullerton quickly implemented this technique in the first week of his command and demonstrated it during his first meeting with MAJ Kane. Fullerton asked Kane for his view on things and how to improve the battalion. The commander must invest time in getting to know his subordinates and their needs as well. A one size fits all leader development program might get the leaders as an aggregate to a certain point, but after that the commander will need to identify subordinate strengths and weaknesses in order to continue to develop those leaders for the future. A great example of this from the L204 case study was LTC Fullerton moving the BN S4 LT Cunningham to become the Company XO for CPT Benizi. As explained above the commander’s role in leader development really seeps into every aspect of the organization. He is responsible for setting the climate, ensuring the S3 is incorporating into the training calendar, developing relationships t...