A Report On The Xyz Wing Safety Office

Given the opportunity to take command of a Remotely Piloted Aircraft Attack squadron actively engaged in combat is truly humbling, and standing on the shoulders of giants, now is the chance to test whether training, examples, both good and bad, and a lifelong building of one’s philosophy is enough preparation to meet that test. My leadership philosophy is one of proactive engagement, continual process/self-improvement, honest feedback, and 360-degree accountability. On Col Waddell’s continuum of Leader Behavior, my leadership style trends toward follower-dominant but not as far as TQM. I present ideas and problems, get suggestions and ultimately make the calls.

Toxic leadership and climate defines the critical leadership problem within 4th ABCT. In conjunction, a lack of care for Soldiers and their families, favoritism, SHARP issues, and hazing have caused a unit to lose all trust in the previous Command Team. To correct these issues I will develop and implement my vision and a way ahead for the BCT using the 7 Step Model. Furthermore, I will place a great deal of emphasis on a specific portions of the Rocket Model, Organizational Culture “Iceberg”, and correcting the Five Dysfunctions of a Team

The principles of Mission Command are build cohesive teams through mutual trust, provide a clear commander’s intent, exercise disciplined initiative, use mission orders and accept prudent risk. Toxic leaders who micromanage subordinates disregard these principles. Their micromanagement hampers subordinate’s ability to conduct operations defined by mission statements. The move to make Mission Command a doctrinal part of the Army education system should go a long way to minimizing the effects of toxic leadership on operations and

Poor leadership, or the more widely known phrase “toxic leadership”, has been a topic of concern throughout the history of the Army. The Army’s recently published leadership doctrine says that, “Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.” (ADP 6-22, 2012) There are many examples of leaders in recent years that have been relieved due to negative effects on their organizations. Poor leadership is commonly portrayed by telltale characteristics of those in leadership positions, revealed by detrimental effects on subordinates and mission accomplishment, and must be addressed through consistent education and

Toxic leadership and climate defines the critical leadership problem within 4th ABCT. In conjunction, a lack of care for Soldiers and their families, favoritism, SHARP issues, and hazing have caused a unit to lose all trust in the previous Command Team. To combat these issues I will develop and implement my vision and a way ahead for the BCT using the 7 Step Model. Furthermore, I will focus on specific portions of the Rocket Model, Organizational Culture “Iceberg”, and correcting the Five Dysfunctions of a Team to solve the problem.

I am Joseph Maruska, I am currently a Major in the United States Air Force. This essay will introduce you to my personal command philosophy. It will also summarize and analyze a brief interview recently conducted with a current squadron commander using my own leadership philosophy as a guide. Throughout this essay I will draw upon my own personal experiences and thoughts, lessons discussed throughout the Leadership and Command Course, as well the discussion with a current squadron commander. Leadership and command styles come in many different forms and there is not necessarily a correct or incorrect way to lead depending on your organization or current turn of events. This essay is simply my thoughts after being in the Air Force for the last eleven years.

Leadership comes from top down and in this case Col Parker needs to enhance her transactional leadership tools from Management by Exception to Contingent Reward or CR (discussed later in the plan of action) and strengthen her transformational leadership. She exhibits individual consideration by treating the members within the wing as family, not just subordinates. She has the people behind her simply because they know she genuinely cares about them and their well-being. This can be capitalized on as part of a new campaign to put an end to the mishaps. MSgt Jones and Mr. DeBurgh have a plethora of experience between the two of them that can be harnessed and developed. I will provide the intellectual stimulation (IS) for these team members to get them back in the game to provide ideas for a new safety campaign. Mr. DeBurgh eluded that he has ideas on how this problem can be conquered based on prior experiences and MSgt Jones can possibly provide cutting edge technologies in mishap prevention from the classes he takes. SSgt Williamson is ready and willing to work wherever she is needed. She’s been placed in an administrative role, but her passion regarding the recent mishaps surpasses her knowledge of file plans. She is a young innovative thinker and can provide great support in the campaign. SSgt Williamson, along with Lt Johnson, could

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.

Over the last several years emergency service publications, magazines and journals etc., have written articles on the term “leadership” and its application to individuals who are in a position of power. These individuals are identified as being charged with command and control, scheduling, purchasing, task assignment, discipline, and public information. These articles discuss how leaders should manage their departments and personnel, without regard for the role of line personnel in leadership (Foster, Goertzen, Nollette & Colette, 2013). Not all articles written embraced this approach to leadership. Several articles from 2009 offer a different approach to leadership based on the needs of a department’s personnel. One article talks about a partnership involving a mental health professional and the department chief and their development of a leadership training program which is based off of Robert Greenleaf’s servant leadership model (Foster, Goertzen, Nollette & Colette, 2013). This model is based on the idea that leading

There are circumstances where effective leadership becomes a matter of life or death. This, for example, is particularly the case for military forces, navy and fire fighters. The lack of effective leadership has proven to have disastrous consequence. This was exampled on August 5, 1949 by the fatal outcome of 12 fire fighters who lost their lives at Mann Gulch, Montana. The U.S. Forest Service (USFS) provided a vivid example that demonstrated that effective leadership can only be achieved if an entire organization cultivates such values at the core of its foundation. The lack of such values only translates into lack of effective leadership throughout all layers of any organization.

This thesis will cover the Support of the Commander’s Leadership Philosophy, command climate, strategies, and the role of the gunnery sergeant’s importance in the execution of the Commander’s leadership philosophy for Marine Fighter Attack Squadron 214, Marine Corps Base Quantico, Virginia. We feel that the command climate at this unit is good. The three strategies that we will use to discuss this will be communication, training and leadership and how important they are in order to establish an effective and productive environment. We will also discuss how the gunnery sergeant’s important role is the key to ensuring that these strategies are

The United States Army has implemented models called the Troop Leading Procedures (TLPs) and the Operations Process in order to facilitate a commander 's capacity to effectively and efficiently organize a task. When these models are executed together, they create a framework for leaders at various levels to excel in any situations they might encounter. Understanding the significance of the relationship between these models requires an in-depth understanding of each of them specifically. Each step of the Troop Leading Procedures contains numerous factors which reflect upon the other steps as well as the entire Operations Process. Likewise, each aspect of the Operations Process profoundly influences the decisions made throughout the TLPs. When applied together correctly, the Operations Process and Troop Leading Procedures provide a structure for strong and adaptable operational leadership.

Three (3) sessions of the Foundations of Leadership course were delivered for hourly high-potentials in the Delmarva, North Carolina, and Delaware complexes during Q2. This training provided thirty-five (35) employees with an introduction to Arbinger, Situational Leadership II, Safety Leadership, and Communication Skills.

A strong leader needs to be placed in charge by the founder to pull the employees and management together. The new manager and key staff take the responsibility for providing

There have been various steps across the globe directed at improving aviation safety. This is done by engaging in partnerships with the various manufacturers, regulators, operators, unions, and other stakeholders in the industry. The most feasible way of dealing with aviation safety is to analyze the main factors that cause risks within the aviation sector, these ranges from human factors and outdated equipment to recent threats like terrorism (Caldwell & Williams, 2012). Insecurity leads not only disruption of the business of airline companies but also loss of lives and this is unacceptable. There should be systems to ensure all the security lapses within