A Brief Note On The Rock Island Arsenal

The United States Army is a complex organization made up of several commands and managed by different command levels. The U.S. Army is an organization different from that of a business in many unique ways. Specific examples of these differences include: financial reporting, disciplinary review procedures, and tactical operations. Although different in many ways, the Army shares many similar characteristics of a normal profit business. Army personnel are managed by supervisors arranged in a command structure similar to that of a business hierarchy. The Army will also encounter internal and external factors that could impede or enhance operations. As such, planning, organizing, leading, and controlling must be used by managers appropriately

This paper will briefly analyze the case study— Rebecca S. Halstead: Steadfast Leadership, and examine General Rebecca Halstead 's career history and how through her personal attributes, skills, experiences and challenges she developed into a successful leader and commander in the U.S. Army. Although General Halstead faced a number of challenges during her career, this paper will focus primarily on her leadership style and philosophy specifically with leading teams and dealing with difficult bosses.

Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.

This paper on Leadership will compare the primary differences and characteristics between the tactical leader and the organizational leader. I will provide you with the basics for development, characteristics, and the fundamentals that help guide and influence each leader’s style and how they influence Soldiers to follow them. Leaders at all levels demonstrate their values, knowledge, skills, and abilities in many different means and methods in

Transitioning to command from any other leadership challenge in the military requires that an officer experiences a mental shift in his/her approach to exercising the newly granted authority, responsibility and accountability for the unit. Army doctrine suggests that authority, responsibility, and accountability are inherent attributes of command. These attributes of command coupled with the expectations of the commander, demand a new and holistic approach to commandership, which is defined as exercising the art of command through leadership, management, and command.

I enjoyed reading this book and would recommend it to all people in leadership positions or anyone who aspires to be a leader. It is a well-rounded book that explores General Grant’s personality and leadership skills and has lessons that managers and leaders can apply in their organizations and become effective leaders. Each lesson is short, clear, and direct to the point and this makes it easier for leaders to understand and implement the lessons. General Grant’s life is interesting and inspiring, he did not want to pursue a career in the army and when he was a junior officer, he resigned because he had no meaningful work, but he ended up being an outstanding and successful leader who was detail oriented and often preferred to see for himself what was happening in the units under his command.

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

After serving over 15 years in the Ohio Army National Guard, I have experienced many different leadership styles. Some styles have had a positive impact on both my personal life and my military life. While others, have had a negative influence. My experience with different leadership styles has taught me what type of leader I strive to be and highlights the impact I have on others as a peer and leader. These experiences helped define me as not only a leader, but as a person. I have been given the privilege of influencing young Soldiers and our future leaders. As a leader I value integrity, hard work, and service.

One of those significant problems that the Army faces is grappling with Talent Management - how to systematically plan for and implement a modernized integration of personnel accessions, development, employment, and retention to get the right Soldiers and leaders ready for the right jobs at the right times to meet the Army’s requirements.1 John McHugh served as Secretary of the Army from 2009-2015, and along with Chief of Staff of the Army (CSA) General Ray Odierno, focused no small part of their efforts during their terms to reinvigorating the Army as a Profession, highlighting “The upcoming challenge is not just attracting and selecting the best available candidates to be Army professionals but developing them to be as good as or better than our current professionals.”2 As Ashton Carter assumed the duties as the Secretary of Defense down the hall in the Pentagon in 2015, the Army’s approach was a natural fit into Carter’s “Force of the Future.” In order for the

Leadership influences can be placed into two categories, those to model and those to avoid. Every member in the Coast Guard can categorically place his or her leadership experiences within these categories. In some cases one particular leader can provide examples from both categories, in some cases a leader has only those traits and characteristics that should be avoided. Regardless of the case, junior members, senior members, and peers alike are watching and adapting their leadership style based on things that they perceive as helpful. I realized that in every instance throughout my career where I was in troubled waters, I had either isolated myself or surrounded myself by people that have no vision of moving the organization forward.

General Powell displays transformation leadership through individualized consideration. “IC involves dealing with others as individuals and considering their needs, abilities, and aspirations as you work together to further their development.” General Powell’s Army background influences the idea of taking raw iron and fashioning it into a sword; as noted in his quote “leaders are made, not born” implies leadership is a shaping process. Transformational leaders who display individual consideration tend to coach and mentor, excel in two-way communications, listens effectively, and personalize interactions with subordinates. Part of General Powell’s principle of empowerment is an investment in the leadership potential of team members. This investment is necessary in sustaining productive organizations.

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others

To find stability in a job is important, yet, in a hyperactive occupation such as one in a ‘managerial position’ in the army is difficult. To recognize the importance of leadership and management through theories is important, in order to appreciate the knowledge behind the theory.

Adaptive leadership is becoming widespread in the United States Army amongst junior officers in leadership positions that require quick thinking and innovation. Leonard Wong discusses how the versatile and unpredictable enemy and situations in Iraq produces adaptable junior officers. These officers are learning to make decisions under chaotic conditions and are becoming more mentally agile. The Army is changing. The Army is transforming its capabilities in the war in Iraq to be effective and successful. General Schoomaker states that we will not accomplish our goals as a nation in the 21st century unless our Army becomes much more agile but with the capacity for long term, sustained level of conflict. The Army is in the process of

As a Senior Human Resources Officer and a Leader in the United States Army, I found this class not only to be very informative, but very useful for future practice and application. Through the myriad of different leadership theories and approaches, I have developed a better understanding of the historical, political, social, cultural, psychological, and organizational contexts in which leadership occurs. I am knowledgeable on several ways to identify personnel who may be make for better leaders using the Trait Approach, Skills Approach, and Style Approach. I am also able to better match leaders with subordinates by using the Situational Approach, Contingency Theory, and Path-Goal Theory. Finally, and probably most importantly, I have