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Military leadership development
Leadership in the army today
Military leadership development
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The Army has been in existence since 1775 when Congress authorized the creation of 10 rifle companies (Army Birthdays 2011). The standing federal Army was created in 1803 followed by a series of reforms to the Army professional education system (Dempsy 2014). I will argue that the Army is a Profession of Arms by showing a system of continued learning, training, and growth; the code of ethics held by the Army; and the level of autonomy afforded Army leaders and their Soldiers.
Oxford defines a profession as "a paid occupation that involves prolonged training and a formal qualification” (Oxford Dictionaries 2014). Soldiers who join the Army undergo an admittedly short initial training program compared to other professions. A doctor or lawyer will undergo many years of training prior to being awarded the title of professional whereas a Soldier attends Basic Combat Training and AIT for a couple of months before he enters the operational force. I will concede that this Soldier, upon entering the operational force, is not a professional yet. It will take more time and training before he becomes a professional. With this training, Soldiers become "experts certified in the ethical application of land combat power" (Dempsy 2014). ADRP 7-0 states that Soldiers continue training and learning until the day they retire or separate (Army, Training Units and Developing Leaders 2012). This culture of continued training and education makes the Army a profession just as other professionals such as accountants stay current, so does the Army (Perks 1993).
A profession must have the trust of the people it serves. This is gained through the use of an Ethic that is generated and policed by the profession itself. The Center for Army Profes...
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...my Birthdays. October 7, 2011. http://www.history.army.mil/html/faq/branches.html (accessed March 17 , 2014).
2. Army, U.S. Department of the. "The Army Profession." ADRP 1. Washington D.C.: U.S. Department of the Army, June 2013.
3. —. "Training Units and Developing Leaders." APD 6-22. Washington D.C.: U.S. Department of the Army, August 2012.
4. Defense, U.S. Department of. "Joint Ethics Regulation." DoD 5500.7-R. Washington D.C.: U.S. Department of Defense, August 1993.
5. Dempsy, Martin E. "The Profession of Arms." Army White Paper, 2014: 1-24.
6. Lewis, Bronwen, and Charles K Warriner. "The Job-Profession Continuum." The Kansas Journal of Sociology, 1971: 34-44.
7. Oxford Dictionaries. 2014. http://www.oxforddictionaries.com/us/definition/american_english/profession (accessed March 16, 2014).
8. Perks, R. W. Accounting and Society. London: Chapman & Hall, 1993.
Stewart R. W. (2005). American Military History (Vol. 1). The United States Army and the
6. U.S. Army. ADP 1-0: The Army (Washington DC: HQ, Department of the Army, 2012)
HQ, Department of the Army. (2000) Army Regulation 380-5: DEPARTMENT OF THE ARMY INFORMATION SECURITY PROGRAM. Washington, DC: HQ, Department of the Army.
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.
LM01, Ethical Leadership Student Guide. (2012). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
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
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.
This piece serves to describe acquired PL499 course concepts and their relevance to my project team and the West Point Leader Development System (WPLDS).... ... middle of paper ... ... Even though the external consequences of breaking trust (perhaps by not completing my interviews on time like I said I would) are not as severe as breaking trust in combat, establishing the pattern at West Point that it is acceptable to fall short on commitments when they are “not important” is a terrible habit.
Perry, D.L. (2004). Ethical issues in recent U.S. military engagements. Retrieved November 11, 2011 from: http://home.earthlink.net/~davidlperry/recent.htm
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
My two strengths in the profession of arms are direction and recognition. I am strong in giving directions because I am very detailed and specific in giving orders (KAI-theory). Giving good directions in relation to deliberate leadership will help in providing subordinates a well thought out plan to further develop them into future leaders. My methodical approach discovered in the Team Dimension Profile will also be a great benefit when trying to develop a step by step plan. When I provide directions for a task or plan I try not to assume people already know things especially if it is something new or haven't been discussed in awhile. I also give my subordinates the opportunity to ask questions and ensure they fully understand the task before exiting the conversation. I also believe it is important to recognize your people. Recognizing your people in relation to deliberate leadership will help to motivate and encourage subordinates in their journey as the strive to reach their goals. I have worked hard this past year to put my people in for awards and programs. Recognizing your people shows that you acknowledge and appreciate their contributions to the organization.
3-22.9, Washington, DC: Headquarters, Dept. of the Army. United States. Soldier as a System: TRADOC Pamphlet 525-97, Fort Monroe, VA: Headquarters. Dept. of the Army – Training and Doctrine Command. United States.
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. ...
As being a military officer, society will expect a great deal from us. We have professional standards that ever...