Although I have no idea what is going to happen when I am an officer in the US Air Force, I can imagine common scenarios that are challenging. It is important to use the leadership skills I have developed and studied to improve performance, morale, and mission readiness.
In this scenario, I am a first Lieutenant, a communications officer, at Warner Robins AFB. I am in charge of the Combat Challenge, which is a competition between communication units. We have a good team and are trying to win this year, after a close loss last year. We have been busy and now I have been assigned by the Colonel to prepare for the Operational Readiness Inspection (ORI). I feel overwhelmed and I am not sure if I can complete both tasks successfully. An Air Force Public Affairs Officer Marnee Losurdo explains “ORIs are conducted to evaluate and measure the ability of a unit to perform in wartime, during a contingency or a force sustainment mission, according to Air Force Instruction 90-201, Inspector General Activities. Every wing undergoes an ORI approximately every
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Motivation is going to be imperative because with more responsibility means more work and more hours. The first action I will take is to help everyone realize the importance of the ORI. Inspirational motivation will help people want to do their best. Intellectual stimulation is what I am relying on to motivate my Combat Challenge team, because I am going to have to put that as my second priority. If I was the only contributor on the team, it was probably a pretty awful team. Since, I am inexperienced with the ORI I won’t be doing very much on my own; I will give individual consideration to my team to help each person use their time efficiently. I will show empathy to those that cannot devote as many hours but my team will set very high goals. Finally, I am going to have an idealized influence. I am determined to be the first one in the office and the last to
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.
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
1. How would your subordinates describe you as a leader? My subordinates would describe me as the type of leader who encourage them to succeed. In addition, my subordinates would describe me the type of leader who enforce them to be proficient at their jobs by learning Air Force publications and instructions. Lastly, my subordinates would describe me as the type of leader who strives to help mold them into military professionals.
First month of Warrant Officer Basic Course The role of the military officer today is very complex, challenging, and very rewarding. The transition into Warrant Officer Basic Course (WOBC) has displayed a few of those characteristics. Upon arrival to the WOBC we as newly appointed Warrant Officers were welcomed with open arms. Not only was the students eager to get started and to begin learning on how to become future 131As but the instructors were as eager to coach, influence and direct the class in the direction needed not only becoming newly certified 131A but to become the future of the 131A cohort. During our first few weeks at WOBC we continued to get acclimated with the new surroundings of Fort Sill and continued to get accustomed to the transition from being enlisted to the officer branch.
From the lesson of training, I also realized the weight that officers hold when it comes to building trust, motivating, and pushing their soldiers. They are going to expect the utmost level of skill as well as professionalism that you must provide as an officer. In return, it is your right to expect the same level of excellence from your soldiers, being there to push them above the standard and holding them to being experts and professionals. This is a trait that no matter how skilled you or your soldiers may be, there will always be room for constant improvement and
It teaches that regardless of facing great challenges, a military leader must demonstrate resilience and insistence. A leader must be flexible in his judgment, beliefs, tactics, and actions. By following Wheeler’s example, a leader must do the utmost to accomplish maximum results with available resources. In addition, discipline is one of the most important characteristic of an Army at all times. Leaders have the obligation to command their troops under any situation and under no circumstance should never allow the lack of discipline.
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.
Many seem to over emphasize the many privileges gained as an officer and seem to completely overlook the ever more important duties that should be the true motivators. I must ensure to maintain this mindset. I must also remember to put “people first”. (Department of Defense, 1988) This will be a cornerstone in every decision I make.
Over my twenty-year career, the core aspects of my leadership philosophy have been constant while other parts evolved with me, as I changed jobs and responsibilities and while I matured and gained new perspectives. Mahatma Gandhi said it best, “You have to be the change that you want to see in the world.” In keeping with the military’s practice of conducting after action reviews after military exercises, I hope my written leadership philosophy will become a contract to keep me in check and ensure I “walked the talk.”
In the Navy, many Sailors are assigned to leadership positions whether they like it or not. Fortunately for the author, he has been positively influenced by his past leadership rather than negatively. In 2002 his first Leading Petty Officer (LPO) EN1 Kevin
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
Fit to Fight, Fit to LEAD An Armed Force Officer is a special breed Our greatest ASSET is our INTEGRITY We take our every RESPONSIBILITY seriously By our EXAMPLE we LEAD”
A lot can be accomplished just in how we talk to each other. As a leader, I will talk to you, not at you. Take your position seriously - whether you are new to the Army or a senior leader- your role is important and adds great value to the overall mission. I’m a firm believer in doing your absolute best at all times; don’t aim for substandard. Remember that it is okay to ask for help, it is okay to not know something, but you should always be striving to learn and improve.
Be aware of who is above you in your hierarchy structure. It helps avoid going outside of your chain of command and to eliminate any potential obstacles you may come into contact with. If at any time you feel your current leadership is not helpful or causing more problems than usual, you should ask to be lead by someone else who better suits you. The Army defines leadership as “Influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.” Douglas McCarther says "A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others.
Military leadership is the process of influencing others to accomplish the mission by providing purpose, direction, and motivation. Another significant aspect of emphasized by the army is charisma. Therefore, army strategy to have a great leader is to choose people with high charisma since follower are always drawn to leaders with charisma. By having a high charisma they can command the follower easily. The basic task of a leader are: achieve the mission with zero fatality.