Leadership In The ARSOF Environment Case Study

Is imperative to understand the leadership trait of “Initiative” and how micromanagement and technology effects the development of this trait. But is amongst USMC sergeants to live by the leadership traits and generate problem solving, and character. Develop seminars, courses to keep Marines engage with other Marines. As well to provide feedback to senior leadership in how their leadership has been and how it can get

Without knowledgeable and qualified leaders at every level of civilian or military organization people will work in an unhealthy environment and their output and performance will suffer. Management or leadership lacking in leadership qualities will effect organizational culture and climate in a negative way, to the point that it will make the unit organization incapable of accomplishing the assigned mission. After a series of tragic events that occurred within the 4th ABCT during their last deployment in Afghanistan, I have no doubt in my mind that commanding them is going to be challenging. During the last few weeks, I had the opportunity to examine the historical unit records, CALL and CAL assessments, and conversations and observations with leaders throughout the Brigade and Division, which gave me some helpful information. This information has helped me in preparing the plan on how to meet with the upcoming challenge. In this paper, I am going to focus mainly on three aspects, which are going to assist me to be a better leader. First, I will identify the most critical leadership problems that are effecting the Brigade culture and climate. Then I will create my vision, which will lead to solving all the challenges in the brigades.

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 In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade.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. My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success.

My personal desire to become a Warrant officer stems from my constant thirst to grow and influence my surroundings. Through the past 11 years that I have been an enlisted Soldier, I have seen the value of leadership and the effect good and poor leadership can have on Soldiers and

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

My philosophy of leadership is three parts: focus on mission first, taking care of and empowering my team. My motivation for this my vision of constant improvement to the capability and equipment of the US Army Soldiers who are facing an ever increasingly complex world. Our nation counts on the Army to protect and defend what we hold most important, and in that my mission is to ensure that the US Army wins on the battlefield every time. On a personal level, the Army has been a huge part my life, identify, and one key thing for which I am proud and grateful. I have made it my mission to improve and expand the capability and effectiveness through the development and fielding of new capability. I

Leadership, as per my understanding, could mean leading others to rediscover themselves by providing guidance, not through what-to-do lists, so they would reach the necessary urge to reach a better state personally and professionally.

Welcome to the role of Chief. You are starting on a magnificent and rewarding adventure, inheriting one of the best organizations around. There was never a doubt that you remain the best person to lead this agency into the future.

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. In a time where we are in persistent conflict, it is imperative to maintain traits and be relevant in our areas. The

The experience of warfare generates a beneficial impact on the proficiency with which Soldiers apply their training and expertise. The past 14 years of the Iraq and Afghanistan wars have produced skilled, versatile, and capable professionals in today’s Army. The American public views the military as a cherished profession that is trusted and relied upon to guarantee America’s security and freedom. Typically, professional organizations possess certain characteristics found within their employees and culture that are inherent to make effective institutions. Within the military organization, trust is the most important characteristic that must exist throughout internal military relationships and “civil-military relations.”1 The Army must continually and clearly distinguish what makes the Army a profession and how we see our professional Soldiers while maintaining the trust relationship.

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. This performance standard is an accurate reflection of my abilities to lead by providing exceptional supervision and achieving all Division benchmarks. This attainment is an integral part of mid-level management. I believe that with my experience, you will find my candidature exceptionally well suited to the assignment as Assistant Station Commander at Hope

The critical leadership problem facing the 4th ABCT is weak and toxic leadership has created a unit culture tolerance and indifference. While deployed 4th ABCT’s leadership fostered an elitist unit culture, tolerant of sub-standard and inappropriate behavior, and indifferent to individual development and personal needs. The demands of the short notice deployment coupled with the SFAT mission change create a stressful environment and planted seeds of separation within the BCT. The change from offensive operations to security and stability operations negated the METL tasks 4th ABCT completed during their MRE and resulted in 4th ABCT not receiving properly training or manning during their deployment. The leadership then allowed the SFAT mission to compromise the integrity of the

Consequently the workforce dynamics is commencing to decline. There are many more rules and regulations being put into place to make retention stiffer. Every year the Army is getting a little more diminutive which is a consequential trend. This affects the Army’s dynamics in the caliber of expertise being retained. This additionally affects the amount of good leaders. 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. Genuinely sitting down discussing what is right, what is negative, and together cerebrating of ways to fine-tune any issues. Every associate, every leader should understand their sphere of influence and the role their identity plays in accomplishing the goals and objectives of the organization. (Llopis, 2014) With this being verbalized leaders do not ken how to be leaders and the impact this has on Soldiers. Adolescent Soldiers are like little kids looking to leaders as their parents. The same way that NCOES will fine-tune

I honestly do not have a leadership style that I am aware of, because I technically do not have any experience in being a leader. But I am open-minded, flexible, and loyal to my commitments. I think if the ARSA LI chose me as a participant, I would grow to be someone who can lead. The reason for my inexperience despite being the SSG/ Student body treasurer and being the class president for more than 4 years is because of the idleness of our group. My fellow student body leaders and I did not have the initiative to step up as a leader. We were idle because we did not know what to do or how to handle school-related problems, and we were afraid to do something risky such as implement a project because we were afraid that our projects would be unsuccessful. After my term as Student Body Treasurer, I felt regret because I was sure that we could have done something productive that would benefit the school. If only there was someone who could teach us how to be leaders or ignite the potential of being leaders for others in us. I believe that everyone has the potential of being a leader, and I also believe that everyone

Leadership has a straight reason and effect connection upon organizations and their success. Leaders decide morals, culture, and broadmindedness and employee motivation. They form institutional tactic including their implementation and efficiency. Leaders can come into sight at any level of an organization and are not restricted to management. Successful leaders have one thing in common; they influence people around them in arrange to gather most advantage from the organization’s resources, as well as its most very important and costly: its people. Actuality, the influence of leaders and their efficiency in moving people to a shared idea can directly profile the organization’s people.