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Sample of authentic leadership
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What You Can Expect From Me as an NCO
As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge.
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.
My peers can expect a trustworthy co-worker, who will help hold them up when they are down and embrace them when they are up. I will be understanding and considerate when dealing with my peers ensuring not to step into their areas of responsibility without cause. I will give them advice and instruction in areas they are not as strong in and lending help to their sections when the mission dictates a need for it. When they are out of the office I will take care of their soldiers and sections as if they are my own.
My soldiers can expect a leader who is caring, compassionate and stern. I will take care of their needs t all times, ensuring that their personal issues are
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.
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.
Part 1, The Basics of Leadership, Chapter 1 covers Fundamentals of Leadership while Roles and Relationships are covered in Chapter 2. This section describes and depicts levels of Leadership. We as a military are set apart from other non-military professions in that Soldiers must be prepared to use deadly force and have the courage required to close with and destroy the enemy. All leaders, from non-commissioned officers and warrant officers, to commissioned officers, inherently possess a great responsibility. The repercussions of decisions and actions impact the lives of Soldiers and their families. Additionally, these decisions affect the battlefield environment including enemy and non-combatants, both military and
A leader must always lead by example, be self-accountable for his/her professional and personal behavior. Have moral and mental strength to do what is right, with confidence and resolution, even in the face of temptation or adversity. A leader must be committed to its SAILORS, so that its SAILORS will be committed to him/her. In today’s Navy, we must be leaders in
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
The question of “What makes a leader great?” is without one solitary answer. Effective leaders in the corporate and political arenas are deserving of praise, but because of the nature of their work, military leaders are arguably more complex and intriguing.
I will use the positional power of legitimacy appropriately to change the tone of the organization. Additionally, I will be emotionally intelligent and responsive to influence positive behavior across the Brigade to increase confidence in the chain of command. Starting with the end state in mind, the assumption of the RAF mission, and working backwards I will set clear objectives and use key events such as line haul/download operations, equipment turn in, new equipment training (NET) and fielding, and special Rapid Fielding Initiative (RFI) to create a predictable timeline. All events will operate with a sense of disciplined urgency to break up complacency. Creating a guiding coalition of the willing is my next
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 written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the 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 an NCO’s school.
Whenever a leader is near, soldiers should be able to identify that leader right away. They know from how that leader is every day; they way that that leader carries him or herself. They know that leaders accomplishments, confidence, and professionalism; or at least the potential of the aforementioned.
Mentorship: Proper mentorship is a cornerstone of the military, with holistic mentorship, care, and tough love. What is a mentor? The word can be traced back to Homer's Odyssey as the name of a character who gave advice. A mentor possesses the wisdom only experience can provide, while the protégé is someone who is in the early stages of his or her career. While the protégé seems to reap the benefits of this relationship, it actually benefits both partners. The protégé receives guidance and helpful advice and invitations to industry events and introductions to higher-ups may be forthcoming. The mentor benefits from the opportunity to strengthen his or her leadership skills. One question is, if your child was to join the Army, would you feel comfortable having him/her being lead by your Soldiers? ANSWER _____ With that being said, no leader is perfect. I will leave it to you, and our subordinates, to counsel me every three (3) months to know what I do well and where I need to improve. You will be reminded so do not think you have to remember this task on your own. As a recently promoted NCO, I know I am still working on my craft. The input from you and others on our team will help me
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.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
As becoming an officer in the military, there are abounding roles and positions that will be expected of all officers to perform. Military officers are to be a member of an armed force and to hold a position of authority. There will be roles to be performed that do not have a right or wrong answer, but an officer will take action to perform his or her role and take responsibility of their action.
level of Precedence and standards in the formation. The roles of the non-commissioned officer is
Tommy Franks, general of the American Army states that soldeirs should have a high competance in their workplace, are caring, direct to their peers and sub-ordinates, hard and tough in all conditions, thoughtful to the people of all and most importantly a leader. He states “You would have to be a coward if you were a commander and you were not afraid for your men”. Understanding that statement leadership is not the same in all levels. Majors and Leuitenant Colenels are not leading a section into battle, but on the flip side you don’t see a lance corporal moving battalions stragecally over the battlefield. This is the fact that leaders of all levels sometimes forget, that everyone in the army is a leader of some respect.