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Foundations of army leadership
Effective leadership in the military
Effective leadership in the military
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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.
Army leader is defined as “anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals.” We as effective leaders need to provide guidance, direction, control, and management. As a leader I am fair when recommending rewards
...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.
In order to better understand my leadership philosophy, you must first understand who I am. I spent 8 years active duty in the Marine Corps. Afterwards, I did a multitude of different civilian jobs while pursuing my Bachelor of Science Degree in Organizational Management and Leadership from Friends University. I have been married for almost 20 years and have two awesome boys, ages 1 and 5. I think family is imperative in keeping Soldiers grounded and in a good state of mental health.
The United States Army has been a leader in military prowess on the world stage since its inception in 1775, and with such a record, it is reasonably assumed that there must be solid foundation within the organization working to maintain the high level of performance. The Noncommissioned Officer Corps is one institution within the Army that serves as a large portion of this foundation that makes it the fighting force that it has always been, and the noncommissioned officers have been an integral piece since the very inception of the Army. The Prussian General Friedrich Wilhelm von Steuben, organizer of the Noncommissioned Officer Corps, encapsulated this idea when he coined the noncommissioned officer (NCO) as the backbone of the Army. (Arms, 1991) In an Army that is continuously adjusting to world around it while maintaining its status as the military leader to all other nations, the Noncommissioned Officer Corps has always provided the platform for continuity through a growing rank system based on its original core, an evolving training program to develop effective leaders, and a creed that moves us forward while remembering the rich history of the corps that came before us.
...e military has different chains of command, and each branch is called something different. I will have to implement the NASW Code of Ethics by understanding that my superior can have superior as well, and in times I will have to recognize and follow their ranking system. In the end however I do have a code to follow, and I have to adapt to following the ethics, and respecting their rules as well.
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...
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.
The best Army leaders will effortlessly find some way to get others to do exactly what they need them to do. They do this by giving soldiers a
... 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.
. To give you a more clear understanding of where I come from, where I am going, and how I will guide you while we complete our missions together.
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. ...
I first worked with JP while stationed aboard the CGC CHASE in 2003. At the time, he was a Third Class Petty Officer working for the Main Propulsion Division (Main Prop) and I was the Auxiliary Division Chief. I soon realized JP was the “go to” person for all things main prop including helping me with my watch stander qualifications and main prop systems’ drawings. It is unusual for a third class petty officer to possess the level of maturity and work ethic as he did and as a result, junior members and senior members alike sought him out for both his expertise and mentorship.
The Army has one official definition of leadership which can be found in Army Doctrine Reference Publication Number 6-22. It reads “Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.” (ADP 6-22). Leadership also has many other definitions which could be found in Webster’s dictionary or numerous self-help books. The definitions apply to all Military Occupational Specialties, all Officers and Enlisted personnel and even to all components of the Army. The Army even has a plethora of operational, institutional, and Self Development methods as ways to learn on how to be a leader and even more importantly, as a follower. As leaders, if we are to practice
Leaders can determine the allocation of valued incentives such as promotions, bonuses, raises, attractive work assignments, time off and compliments. The challenge presented by the use of reward power is that some of the rewards may have limited perceived value to the employee. A compliment of a financial payoff may not be a sufficient for an employee. Moreover the ethical conduct may not be observed by top leadership. Finally some of the rewards, such as salary increases or promotions, may be controlled by or more heavily influenced by, direct supervisors within the organization. If these supervisors do not share the same values as top leadership, employees are likely to be rewarded for behaviors using performance metrics more salient to the