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. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent" (McCarther 2015).
Trust is one of the easiest attribute to loose and the hardest to get back. “Army leaders recognize that organizations, built on mutual trust and confidence, successfully accomplish missions” (Department of the Army, 2012, p. v). As stated in Army Doctrine Reference Publication (ADRP) 6-22, having trust and confidence in each other is necessary for mission accomplishment, which can be hard when there is a presence of abuse of power. Leaders must be aware of the atmosphere they are creating and should take care of all issues equally. The Army have different creeds and oaths, and all of them are about ensuring we take care of Soldiers.
In order for an Army leader to lead they must apply the attributes to guide Soldiers towards a common goal and mission accomplishments. Lead is broken down into five sub topics and of those topics the most important ones to me are: builds trust, leads by example, and communicates. Leaders build trust to mediate relationships and encourage commitment among followers. Trust starts from respect among individuals and grows from common goals and a shared understanding. Leaders lead by example by being role models and by never allowing their subordinates to do things that they would not do themselves.
Having loyalty, respect and personal Courage are some values to be able to always place the mission first, never accept defeat, never quit and never leave a fallen comrade. As leader we need to remember to always place the mission. No matter what problem are in the way a leader must always put the mission first and find a way to complete the mission. You must have loyalty and respect for the mission. A leader must have the personal coverage to comply the task no matter how difficult the mission is or what must be sacrifices.
The basic task of a leader are: achieve the mission with zero fatality. In order to learn more about military mind we can take a look at the United States Army; Warrior Ethos which are: i. I will always place the mission first. ii. I will never accept defeat. iii.
Voluntary military service is usually considered to be the best approach to staffing a country’s military branches as compared to mandatory or compulsory service. Voluntary military service derives its manpower from volunteers, who must meet the minimum requirements as defined by the military jobs that they’re volunteering for. In essence, it involves a decision to work in the military based on one’s willingness to do so. In fact, Ruschmann argues that this is one of the most popular variants that entail drafting people without the need for recruitment advertisements (9). In most occasions,
This is the first step in selecting and developing our future leaders within our ranks. First and foremost our current warrant officers must be the honest broker when recommending a soldier. If a soldier does not meet the technical competencies that are required of them in the position they are currently serving then how can they be expected to be the future of our cohort. The senior warrant officer who is recommending the applicant must hold the value of the warrant officer cohort above his or her own loyalty to the person they are recommending. Recommending someone based
Just like Washington, Powell was committed to protecting his reputation and ensured that his actions are guided by honor and integrity. Powell’s leadership qualities are comparable to many maverick leaders mentioned in Harvey, (2008), Washington in particular. Washington himself had consciously brought this quality to his duties as commander in chief; it was one of the primary characteristics that contemporaries recognized in him and that earned him the generalship of the American army (Laver & Matthews, 2008). To keep his army together, Washington used his integrity to retain the trust among his army. Powell, used his sympathy inclined with his strategy demonstrated in heroic acts to show that as a leader he has qualities of maverick leaders.
The Soldiers in the section reacted negatively to marching around in formation, which was normal for anything that was not a job specific task. After the training, rather than conducting an after action review, 1SG Liest explained why he chose drill and ceremony for the first training event. He stated, “discipline applies to all aspects of Army service, from ensuring your room was clean to making it to formation on time.” He even addressed how it applies to our jobs as intelligence analysts by following the rules and regulations that govern our profession. I took this lesson to heart and it was in that moment that I realized I would never forget 1SG Liest. The lessons that he taught me and continued to teach me during the time we worked together continue to shape my leadership style.
A leader should never feel threatened by preparing others to compete for his job in the future. A smart leader will surround himself with people that will challenge ideas and decisions, and are also more understanding with people who are at least more gifted than he is. A true leader should not care about looking good, and instead be focused on building employees for success by encouraging the development of those under him, and creating a positive work environment by helping those employees succeed. I am a somewhat new sergeant, and although I am new I do not have an issue when I am approached with new ideas that make the department strive. I consider myself to be that leader that is not afraid to take that idea to my supervisor and give credit where it is due, knowing that this idea could boost the officer ahead and I am not afraid of the promotion he or she rightfully deserves.