Analysis of Wing Safety Using Full-Range Leadership Model Essay

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

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

The recent studies conducted by Kristin Delgado and her team examined “how important is leadership to workplace safety.” Over 180 leaders filled out the Select International’s online Safety Leader assessment, then they would be categorized into three levels (high, medium, and low) based on their test scores, which used to examine the relationship between leadership and work-related

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

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.

High rates of safety incidents on and off base clearly indicate the XYZ safety office is not operating at its highest level of efficiency and effectiveness. After meeting with each member of the office and speaking with the previous supervisor, I am confident in my team’s ability to remedy the current disconnect in team cohesion and move forward towards a shared objective. My plan is broken down into immediate (30 days), short-term (60 days), and long-term objectives (120 days). In order to create the most effective time over this timeframe, I will employ specific, and intentional, leadership behaviors that include: individual consideration, inspirational motivation through implementation of a shared vision, and intellectual stimulation through innovation and creativity.

The 4th Armored Brigade Combat Team (ABCT) has a proud history of accomplishments. It has served in the wars in Iraq and Afghanistan. Historically, the morale across the brigade was high; leaders took care of their Soldiers, and all of them did their best to train them, accomplish missions successfully, and support them in any way. The 4th ABCT HQ, as well as each of the battalions, were highly efficient and effective, and most of them were jubilant to be part of the brigade. Three years ago, one of the best maneuver brigades in FORSCOM was the 4th ABCT. The brigade had focus; leaders and soldiers were dedicated, and there was a strong work ethics. However, the 4th is facing some challenges ahead that are going to make difficult to reach its full potential. Amongst several leadership problems, there is a major one. There is not an organizational vision in the brigade, and if there is, it is unclear and poorly evident.

Leadership qualities are present among all members of the team and individuals have varied times for stepping up to the task as needed (Grint, 2010). This is evident in emergency department as the staff each know their roles when crisis descends as in this episode when there is a bus crash involving several soldiers who had just returned from Afghanistan. All hands are needed and after being assigned their roles, all personnel including doctors, nurses, and support staff stepped up and worked swiftly to care for the sudden influx of

Safety, risk management and mission accomplishment are mutually dependent. As leaders we owe it to our personnel to maintain a solid safety program by identifying, managing, and assessing safety and occupational health risk associated with Army operations. Safety and occupational health responsibility and accountability will be built into all activities conducted through the Command to eliminate or minimize personnel, equipment, and resource losses. The safety of all of our personnel and equipment is best assured through well planned operations and adherence to standards and discipline. Accidents most likely result from problems or deficiencies in performance, leadership, training, standards, or support. The Army’s risk management process

This offsite meeting allowed the group and squadron leadership to bring awareness and discuss the overall rating of the wing’s assessment. The results helped the wing commander and leadership to identify organizational and structural diversity that has hindered the direction and development of the wing. The results indicated that some of current activities don’t contribute to the need of individuals followers. This is a problem that I’ve witnessed first hard and as I talked too members in the squadron. The problem is we lack advancers, refiners and executors many of our NCO’s and senior leader know there’s a problem, but turn a blind eye.

The XYZ Wing Safety Office has numerous problems that need to be corrected: The highest-ranking member of the shop is seldom around and has mentally “checked out”; one member has missed four medical appointments and needs to be challenged at work; the civilian is experienced, yet inefficient and lacks motivation to be proactive. All of these individual problems have culminated in an inability of the Wing Safety Office to reduce the number of off-base traffic incidents involving military members and their families. These problems are not insurmountable, however, and can be fixed using several Full Range Leadership Method principles, including transactional leadership (both active management by exception and contingent reward), individual consideration, and intellectual stimulation.

The Air Force is one of many organizations that are outcome oriented. Its goal is to complete missions of success with the least amount of problems or lost lives as possible. To accomplish the Air Force goals, a chain of command is a must. In addition, the organization relies on teamwork to achieve success. The organizational

My papers from the leadership learning experience task, and organizational systems and quality leadership task 2 are some of the artifacts that I have included in this portfolio to support my definition of quality and safety.

In the fire and emergency services (FES) we try to set ourselves up for success by establishing procedures to accomplish certain tasks. We do this by developing standard operating guidelines or procedures, truck checks, run reports, standards such as NFPA and OSHA, performance evaluations, and the list goes on. This type of information is meant to streamline our jobs, make things routine, and run smoothly. But in the dynamic FES change is constant and leaders must be able to adapt to these changes in order to create and maintain an effective organization. There are several skills we should utilize to be effective leaders.

In several studies of aviation mishaps, human error has been cited as the primary cause of the majority of these mishaps. The main problems of these human errors were failures in interpersonal communication, leadership, and decision making in the flight deck (or cockpit). With this in mind and the need to improve on air safety, Crew Resource Management was developed. We will define CRM and then continue further to define subsequent automations and questionnaires that have developed through CRM. We will discuss the importance of CRM, automations, and questionnaires and the research findings.