My leadership philosophy has been developed through my upbringing, personal values, and experiences. Each one of these has been an influential part in building my leadership skills and has guided me as an NCO. I believe that having core values and experiences are necessary for being a successful leader. I was raised in a military family where both my mother and father served in the Army. From a young age, I was instilled with the Army values that have stayed with me and only gotten stronger over time.
Army defines leadership as “influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization.” As a professional Non-Commissioned officer, proudly serving in the United State Army and within the boundary that clearly depicts vivid picture of Army Leadership. I am SGT Mostafazadeh define and develop my first Leadership Philosophy and most importantly use it in the daily bases and maintain revision and update it as I develop and learn new thing throughout my Military Carrere. The ground foundation of my Leadership philosophy is based on three core Leader Competencies include Leads, Develops and Achieves and how each one of those factor impact my organization (Army), Army human resources (senior, peers and subordinates) and
This means we must communicate clearly and consistently with each other, train together, trust each other, and allow for Soldiers to be human every so often. As leaders, we often forget the challenges we faced as junior professionals, and we also don’t always know what is going on with the commands or Soldiers we support that may be making mission accomplishment challenging. The culture we instill within our Human Resources operations can either contribute to a climate of teamwork and taking care of Soldiers, or it can contribute to toxic leadership. It is up to us, as Human Resources Sergeants, to embody the Army Ethic, which consists of “the moral values, principles and martial virtues embedded in its culture that inspire and regulate ethical behavior by both Soldiers and the U.S. Army in the application of land combat in defense of and service to the Nation.” (The Profession of Arms, 2010) We must be the example for and instill confidence in our leadership, our peers, our subordinates, and our customers, the Soldiers.
My leadership philosophy is one driven by emotion. I want to be the leader that makes people feel. I want them to feel as though we are all part of a family and that they are cared about. I want to show them that I not only care about our job at hand but care about them personally; where their physical and mental health is always as important as reaching any goal.
3 FAMILY, COMMUNICATION, HONESTY Leadership Philosophy: Family, Communication, and Honesty SSG Zohfeld SLC Class - 002 The best way to describe my leadership philosophy is with the word care. I have been told many times in my career that I care too much. The idea that caring about the unit, the mission, or your Soldiers could be a bad thing is absurd. The idea that I cared too much would become apparent while assigned to 3rd Brigade, 3rd Infantry Division.
As a leader, we are obligated to be the prime example and enforce the Army Values and Warrior Ethos. Leaders should apply the army values and warrior ethos every day while on duty and off duty. Sometime as leader we do not notice that we apply in basic and big task. The army has place meaning for the army values and warrior. As leader we have different meaning what the army values and warrior ethos mean to us.
Leaders must apply the Army Values when leading soldiers because of the fact that it builds trust and a bond. The same goes for the soldiers, in order for them both to work as an effective team and to get the mission done efficiently they both must live by these values. Once these values are integrated in a soldier’s lifestyle, it becomes too easy to work as a unit. An example on how loyalty and respect fits in a day to day to situation would be, a soldier witnessing a misunderstanding with his or her team leader and a higher ranking NCO, the soldier knows that his or her team leader is in the right. The soldier shows loyalty by standing by their team leader and shows respect by approaching both their team leader and the higher ranking NCO with tact to explain the situation from their understanding and what they witnessed.
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
Leadership Philosophy Chief Petty Officers owe to their organizations a sound understanding of leadership. Senior Enlisted Leaders (SEL’s) are retained in the military primarily to serve as leaders who effectively maximize the efforts of others so the Navy and Coast Guard can achieve its goals. Effective leaders in the chief’s mess set the tone and are visible amongst the command while constantly leading by example. This paper will explain the author’s leadership philosophy, refer to several influential leaders throughout his career, and incorporate three leadership behaviors from the Leadership Practices Inventory (LPI) feedback. Leadership Influences
When I raised my hand, and took my oath of service I had no idea of the journey Leadership Philosophy that laid ahead of me. Joining late in life was one transition, but the transition into the Non-Commission Officer (NCO) Corps, and a leader has been a very rewarding experience. The values that were instilled in me as a child and those that have been drilled into my make-up as an NCO are very similar. The tenants of the seven Army Values have been what I have lived by most of my life and career, however there are four out of the seven values that I hold most valuable and live out on a day to day basis.
Through self-reflection and academic readings, I have discovered that I identify with three different leadership theories. During the first meeting in a Strength Based Leadership class, we were asked to write our leadership history. The class then began an ongoing exploration of various leadership theories. Upon reviewing my leadership history from the first class and synthesizing the information from the theories that were examined, I discovered that I most resonate with the Trait Leadership Theory, the Skills Leadership Theory, and the Path-Goal Leadership theory. These theories are leader focused, describing the process and techniques a leader uses to accomplish goals.
Character is perhaps the most important aspect of being an honorable leader. One of the attributes that I value most is kindness. No matter how simple it may seem, it is certainly important. I make an effort to be a good friend to everyone I encounter and make them feel respected. Making others know their worth and feel respected is a great way to earn their respect back.
General Patton’s ethical and visionary leadership styles showed when he utilized his open-mindedness and team dynamic role of “creator” to incorporate an aerial assault into his operational strategies and avoided the ethical trap of uncertainty when he combined the two tactics without any pre-established policy. General Patton also displayed visionary leadership by his use of inspirational motivation, constant presence on the battle field,
Our current commander instituted his personal leadership philosophy last summer and has an expectation for all leaders to champion his organizational vision and goals. I ensured everyone in my section had a solid understanding of his leadership philosophy, as well as the new organizational vision and goals. I also posted them in our office for quick reference and review the information during our weekly staff meetings. This helps to ensure we, as an office, are supporting the values of the