Yes, I would like to still be considered for one the Emergency Medical Technician 2 (EMT-2) positions. I fully understand if I am selected for one the full time emergency medical technician 2 (EMT-2) positions, I will be expected to operate at the level in which I was hired for even I decide to purse an advanced level of care training such as emergency medical technician 3 (EMT-3), in the future. I understand there is no guarantee of an upgrade or advancement.
Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade.
by Peter Northouse (SAGE Publications, 2016). The leadership approaches and theories covered in the texts included the Trait Approach, Skills Approach, Behavioral Approach, Situational Approach, the Path-Goal Theory, Leader-Member Exchange Theory, Transformational Leadership, Authentic Leadership, Servant Leadership, Adaptive Leadership, the Psychodynamic Approach, Team Leadership, leadership ethics, and the impact of culture and gender on
This has given me a broad perspective and a sound understanding of future career goals and the ability to successfully lead. Through my leadership, I successfully managed and coordinated many details involving Troopers and outside agencies actively working together toward a common goal. This ability I posses to formulate relationships with members who have been under my command, have facilitated my success as a leader. Through both evaluations and performance commendations, I was consistently recognized for my leadership and productivity generated from squad members. These traits I possess, in addition to my knowledge, leadership qualities, and assignment history are essential to succeed as an Assistant Station Commander.
It’s a vicious circle. Organizations are only as good as their leaders; from here we will discuss the strengths and weaknesses of the leadership practices. All leaders have their own style that works for them based on the situation they are dealing with. Current leadership has utilized multiple styles of leading our organization during this process. I feel that all leaders need to possess all styles of leadership if they are going to be successful with any organization.
Kouzes, Barry Z. 2003) And Shackleton nailed all The Five Practices of Exemplary Leadership. He modeled the way by never giving in to his negative emotions and always saw the positive side. Shackleton Inspired a Shared Vision by starting with a team fully committed to the adventure and making it a group project not just his own. The entire process was a challenge, how could Shackleton not have been challenging the process.
In the midst of developing our nation 's future Soldiers I have found my true passion with in the army. Being a Drill Sergeant I 'm am constantly asked questions about anything and everything, but those I most enjoy are related to staying healthy and overcoming an injury. Though now I can only refer them to the athletic trainers I follow their progress with a studious eye. When Soldiers return from the Physical Therapist I am even more interested. The ability to work with these Soldiers from injury and get them back into the training inspired me to return to school and work on an exorcise science degree, but this is only where my journey to become an Army Officer began.
Coaching leadership styles were. Developed in 1960 by Paul Hersey and Kenneth Blanchard in the late 1960s (Coaching Leadership Style, n.d.). “Coaching leaders clearly define roles and tasks of followers, but seeks their input and suggestions too. Decisions are still made by the leader, but the communication style is truly two-way” (Coaching Leadership Style, n.d.).
Since September 11, 2001, war has lessen the caliber of Soldier that is in the military, this applies to leaders and subordinates. Leaders are not doing their due diligence and genuinely learning about their Soldiers. Learning what strengths and impuissance’s they possess, this leads to incongruous utilization. If you do not ken what they are capable of, then how will you ken how to utilize them? A great way to fine-tune this is by customary counseling.
He/she has the responsibility of the daily processions of hi/her base; His fitness and his/her troop’s fitness level; a command climate where practices of integrity can be adhered to even when he/she is not present. He is responsible for the training of his/her company and to the organization for creating a culture based around the practices and policies in the ethos of the
Human Resources Sergeant in the Profession of Arms Commanding General, General Martin Dempsey asked a central question that frames the major challenges the Army’s leaders’ face. He asked, “How do we create the specific conditions for, and achieve those key attributes that ensure that the Army is a profession – one in which all Army professionals recommit to a culture of service and the responsibilities and behaviors of our profession as articulated in the Army Ethic?”. As Professional Soldiers, we exhibit traits that reflect that of what it means to be a Profession of Arms. It wasn’t until post-Vietnam when the Noncommissioned Officer Corps was truly recognized as professionals. Throughout the years with post-wars, the traits of being a professional has exhibited more so in today’s operating forces after nine years of war.
The organizational factors include: flexibility, responsibility, standards, rewards, clarity, and commitment. The research shows that the coercive and pacesetting styles have a negative correlations on organizational climate while the other four styles have a positive impact. Thus, except for unusual circumstances where coercive and pacesetting styles might be appropriate, leaders should normally use a combination of the authoritative, affiliative, democratic and coaching styles to achieve success. The best leaders will sense from their emotional intelligence when to use each of these styles. If you are an aspiring leader or a leader who wants to get to the next level of leadership excellence, Goleman’s article is a great primer on how to effectively use different leadership
Furthermore, a study made by Amit et al about leadership-shaping experience found that a group of soldiers who had more leadership experiences were perceived to be leaders compared to those who did not . This points to the fact that exercises in self-development and discipline were key to building leadership qualities. Leaders as mentioned before are role-models in society and when those leadership qualities are nurtured, the society as a whole benefits from them.
ANALYSIS OF LEADERSHIP STYLES AND MUSKS’ LEADERSHIP STYLE 2.1 Introduction to leadership An effective leader is someone who knows how to inspire and relate to subordinates, knows how to increase the employees’ motivation and make employees loyal to the organization. (Alkahtani, 2015) Leadership style is the approach an individual use to steer people in the direction that they are going in. Analysis has identified a range of leadership styles based on the number of followers. the most applicable leadership style depends on the operate of the leader, the followers and also the situation.
In this leadership style the group will be successful since the manager takes the inputs of team members into consideration, this would help the group to communicate well with the manager and also understand what the task is to be done and how they may go about doing