Part I. Strengths 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. Two of my strengths I discovered in Full Range Development Leadership (FRDL) that is a part of transformational leadership were individualized consideration and inspirational motivation. Since, transformational leadership is the most active and effective form of leadership according to the Senior Noncommissioned Officer Academy student guide it is critical to have some strengths within FRDL in relations to Deliberate Leadership. Individualized consideration is where leaders become a mentor or coach and can hear their subord...
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...sideration and find out his or her long term goals. I would also research and ensure I knew what was upcoming in the Air Force. I would evaluate what the Air Force needs against the desires of my subordinate and see if we could align the two. Next, I would design a Deliberate Leadership Plan for us both to follow to assist the subordinate in where they would like to be. Also, I would implement inspirational motivation by doing follow ups to check the progress of the plan and continue to motivate them to reach their goals. Finally, I would use idealized influence to try to set the best example I can for the individual by increasing my moral behavior, character and work ethics to encourage this member to do the same. This will help them to be prepared to continue to succeed standards in his or her new duty job.
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture.
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
Before taking the StrengthsFinder® assessment I didn’t know what type of leader I was, but I felt I had leadership traits that I could not describe. After answering several questions from the Clifton StrengthsFinder® 2.0, I found out my top five strengths. These strengths consist of individualization, arranger, learner, input and responsibility. The purpose of this paper is to go over my top five strengths to talk about which four domains of leadership these strengths fall under, how class material is applied, and the actions to best utilize my strengths.
The Human Resources Sergeant (HR Sergeant) in the profession has the responsibility to balance the role of the profession’s Human Resources Leaders and the Army professional culture. The HR Sergeant in the Professional Arms has the role of supporting the Army culture. The HR Sergeant also ensures that a balance in the leadership role is attained. All these are for the purpose of achieving one common goal of the military in defending the U.S Society.
Full range leadership theory. Effective (FRLT) Full Range leadership theory is described as putting together of transformational and transactional models (Bass & Avolio, 1994, 1997, 1999, 2004). Transformational leadership stresses on the relationship between the leaders and subordinate and workplace situations that result to surpassing expectations. By the application of FRLT, SAHC leaders will effectively manage the MDCs facing the leadership. According to Mhoon-Walker (2013), stimulating inducement, intellectual encouragement, and customized deliberation are three features of transformational leadership utilized to motivate subordinate performance. The application of FRLT has demonstrated to be appropriate in leadership improvement, as a
First when a leader focuses on the strengths of the employees the odds of the employee being engaged will increase dramatically. This compares to chapter one of our text book in that it says an effective leader is one who helps group members attain productivity. The second key is that the most effective leaders surround themselves with the right people and maximize their team. The book suggest when leaders try to be good at everything they will not be great at anything. Although it is often preached to be well-rounded this results in mediocrity. So instead trying to be good at everything, find and know your strengths and hone those skills to be a more effective leader. The authors say there are four domains of leadership with thirty-four themes that break-down under the domains and these explain the actual strengths of the leader. The domains are executing, influencing, relationship building and strategic thinking. In our text book all but influencing are listed as one of the ten roles of leadership. ...
The Leadership Challenge by Kouzes and Posner (2007) is the result of twenty years of research on the factors that influence and create great leadership. Through studies and stories from leaders with various backgrounds throughout the world, the practices and characteristics that create great leadership are delineated. Leadership is viewed not as a group of inherent characteristics, but as learned behavior that anyone can achieve. The goal of Kouzes and Posner’s book is to inspire and educate leaders through transformational leadership. As such, leadership is about mobilizing others to become and do extraordinary things.
Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force. (2012b). Full Range Leadership Development (CF01). Maxwell-Gunter Annex, AL: Department of the Air Force.
The Profession of Arms: I Am an Expert and I am a Professional The Army is continuously building the area of expertise in order to effectively adapt to growing changes and overcoming possible future conflicts. The Army is composed of four pillars of expertise. Each pillar of expertise is essential but cannot stand alone when representing the Army as a whole. Together, however, they embody a core strength that leads the way in global professionalism.
As I was reading “The Professions of Arms” the first thing that stood out to me was the statement “I am an expert and I am a professional which is the 9th stanza in the Soldiers Creed. It made me think: “Why do we say this verse?” What stood out as most important was, if you are a part of the United States Army you should want to be an expert and a Professional. As a Human Resource NCO we have a responsibility to provide superb customer service in garrison and in any field environment. Soldiers rely on us to be the experts in our field concerning their pay and careers.
What is a profession and how can the United States Military consider themselves a profession of Arms? A professional is someone who pursues years of education as well as practices their craft to a high standard. The United States of America has been at a consistent state of war in various combat zones since 2001.
I will even pride myself in currently upholding and applying these attributes to my daily routine not only as a Soldier but when I am assisting the personnel with in my ranks. One of the references that stood out the most to me was the “Balancing Role of the Profession’s Leaders”. With an ever changing Army, “The continuous challenge for the strategic leaders of the Army since the latter decades of the 19th century when the U.S. Army was professionalized has been to keep the Army balanced (United States Army , 2010).” With this balance the Army believes that there are two areas that are relevant for balance, one being key role players.
After nearly a decade of warfare the Army has shifted its focus of training from a Tactical and Proficient Army towards becoming of a Profession of Arms. The Human Resources Sergeant must adhere to the ever changing environment and adapt its focus to developing the Professional Soldier instead of the trained Armed Soldier. The Profession of Arms has garnered the focus of Army Leadership, as Leaders have realized that after a decade long war, the focus of developing Soldiers must shift. Professions are not built, they are not developed overnight. “Profession’s earn the trust of their clients through their Ethic.”
Two strengths I learned during my Self Awareness assessment were being a good listener and showing loyalty. I really try to be a good listener in all situations. I like to hear the whole story or complete process in whatever it may be. I am cautious about making decisions without having all the details. I don't mind taking the time out to get the details. Yes, it may take some time up front and may not lead to a quick decision but in the long run it prevents mistakes and errors as well as misjudging which can lead to more heartache and pain down the road. Loyalty is also very important to me in the work center. Knowing that you are devoted and committed to the success of the organization will motivate your people to do the same. They also need to know that they can come to you with a problem whether it is personal or work related. This will allow them to be more open to bringing problems to your attention that could later have a disastrous effect on the organization in the future. Both pers...
In my Learning team, my personal strength is having good people skills. I meet and get involved with new people everyday whether it be work or school related. I enjoy speaking, listening and giving input to my team members so that they are aware that they can count on me to participate as a team player in our Learning Team. Good people skills are very important in a group setting because of all the di...