I find many Common roots between Army values, custom, and norms that I grew up with which define me as the person that I am, values such as Loyalty, Respect, Honor and Integrity.
This model of professional development must be progressive and with a common career map for all NCOs. Focusing on the five lines of effort that are, military life cycle, education, assignment / experience, credentialing / experience and self-development. These lines of effort are focused on the tasks and missions that are link in establishing the operational and strategic conditions of the future. The development of future NCO will depend on how the leaders of the present will train in an institutional, operational and self-development way to the new generation. Responsibility and commitment is much greater because the war models have changed and have allowed the broadening assignments, operational assignment and professional assignment, in this way the combination of both generations will allow shared responsibility and stewardship for U.S.
The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. The Army defines a leader as anyone who by assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, exercise diverse thinking, and shape decisions for the greater good of the organization (Headquarters Department of the Army, 2017) Alongside this statement the Army Regulation states “Professional and leader development
My character merits selection into the National Honors Society in a variety of ways. My characteristics include, persevering in my studies, exemplifying beneficial qualities, and upholding principles of morality and ethics.
Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”. Essentially, being a steward of the profession means that as leaders in the Army, it is our duty to oversee training and ensure that tasks are being completed, as well as maintaining a high level of esprit de corps within the organization, followed by enforcing standards while building cohesion and pride in our nation’s
A Commander sustains an ethical command climate in war by establishing clear intent and purpose for their organization, accentuated through his vision. The Uniform Code of Military Justice (UCMJ) and the Law of War are the military guidelines and penalties for soldiers to act accordingly. Distinctively, the majority of people know the difference between right and wrong. Command team (i.e. Commander and NCOs) are role models for the organization and set the example for their subordinates, which led to sustaining an ethical climate. Discipline organization exhibits high physical fitness, technical competence and successfully accomplish the mission. For example, the case study “Fall of the Warrior King” illustrates that the organization failed
Abstract: This brief but informative paper will cover the ethical aspects and implications of sexual harassment in the Military. Sexual harassment is a form of gender discrimination and often displayed in the form of unwanted attention or unwanted sexual advances or unwanted sexual actions. Specifically, this paper will focus intently on sexual harassment in the Army and the problems that entails. The ethical problems regarding sexual harassment are significant because of the unique environment that the Army conducts its self. Notably statistical reporting data for sexual harassment is seemingly rising according to new data. The Army has policies and procedures in place for reporting sexual harassment. In addition,
This year marks the 100th year anniversary of the Junior Reserves Officer Training Corps program. With more than 3,230 JROTC programs world wide, 314,000 Cadets, 4,000 Instructors, and thousands of advocates, the JROTC program institutes character education, the value of citizenship, student leadership, community service, diversity, and giving back to others. I will be reviewing the historical events that contributed to the founding of the JROTC program, how the curriculum has evolved to its present day standing, and finally, the portrayal of what this program may have to offer 100 years into the future.
In the midst of detrimental military conflict the attributes of an inspirational leader are reflected in his men, thus ensuring a tenacious and competent
Military training needs to be intense. But proper care needs to be taken that it should not be devoid of empathy. A certain preconditioning may soften up and facilitate some aspects of military training. The main objective of military is total compliance in service towards the mission. It is less concerned with the psychology of the soldiers. The main job of soldiers as per the Marine Corps is an absolute willingness and obedience to follow all
The United States Coast Guard Chief Petty Officers’ Academy (CPOA) has been an exceptionally positive experience. Implementing what I learned at he academy in my daily life will be of great benefit both professionally and personally. Over the course of the five-week course, there have been many self-assessments in which students explore their personality types which give an understanding of themselves and other personalities which will be a valuable tool for leaders. Three particular experiences will have resonated with me and I intend to take with me as I move forward as a Chief in the Coast Guard: physical fitness, Leadership Practices Survey (LPI), and the DISC personality assessment.
For the better half of the last two decades the United States Special Operations Forces have conducted hundreds of principle task missions worldwide while also playing an integral part during multiple wars. During combat, a leader is usually someone with operational experience and knows how to get the job done, but what kind of leader does it take to get the job done back home as well? It’s imperative that we understand how to maintain the force by providing the kind of leadership that allows soldiers to be operationally sound while also allowing the time necessary to seek professional growth. “Leadership is the art of getting someone else to do something you want done because he wants to do it” – Dwight D. Eisenhower
Relations with subordinates and chiefs can interfere with a quick and efficient decision making, which is of paramount importance, in the light of the large amounts of information a modern military leader is confronted to. Indeed, the challenges we will be focusing on are generated by human relations, namely interaction between the leader and his team. The examples developed will mainly be concentrated on daily life difficulties faced by young cadets.
The officer career-oriented/vocational education (henceforth CO/V education) is in its whole functions, a great extent dependent on the way in which the individual student and country fulfill its function. Improving the personnel policy is one of the priorities of every defense organization. The strategic training function meaning in a defense organization has now also penetrated to every senior officer who sits in the position as a line manager.
After being requested to West Point as administrator in 1945, I appropriately reported for directions to the Army head of staff, Dwight D. Eisenhower. Shockingly he restricted his remarks to two focuses, the significance which he joined to the honour framework and his solid feeling that the foundation should incorporate into its educational programs a formal course intended to show cadets the standards of military initiative. In his view, this had never been sufficiently attempted previously in spite of the way that the arrangement for military authority was a prime goal of West Point instruction. Equipped with this command from General Eisenhower, upon assuming control over my obligations I quickly started a basic course