Becoming Quality Officers At The United States Air Force

The creed of the noncommissioned officer is a baseline for all noncommissioned officers Corporal all the way up to Sergeant Major, on how to conduct oneself in the leading of soldiers. It does not outline every single situation you may come into throughout your military career but if you live this creed then you should be set for success. In this paper we are going to take an in depth look into the creed and how you can apply every aspect of it to leadership.

Leadership goals should always contain methods of a continuous process of learning through education, training, and individual experiences that help ensure that the message will be communicated in a confident and competent manner when leading troops. Soldiers tend to follow leaders that demonstrate and live the Army values, while displaying their confidence in every decision that affects change. Leaders are not born as organizational or tactical leaders; but grown by their genetic determinism, which is inside and the characteristics they work toward; that mold is which type leader they will become. Not just anyone can lead; you must have the desire to lead, be willing to make the commitment to being a leader, and prepare yourself properly, then you have the desire to become a leader. (Fulton, 1995).

Officers are taught to lead by example which means learning from the officers who came before them. As a leader in the army, a solider is constantly watched and must uphold the army core values at all times. Setting a good example for the young, non commissioned officers (NCOs) in the battalion is vital to the battalions cohesion and morale. In order to lead by example an officer is taught different leadership styles to incorporate in the field For instance, participating leadership style is especially appropriate when there is time receive input, information, and recommendations of your subordinates. The primary goal of the army is to develop the leaders of tomorrow. Leadership can always be improved on throughout life.

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, 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

Today’s society is evolving around us every minute. Technology is constantly changing, and the business world must adapt to these changes in order to keep up with the current demand. These changes can be very difficult because change is a very slow process that many people do not particularly like. Nevertheless, it is very important to work through these changes. Although some people would argue that change is bad, I personally think that there are many ways in order to adapt and be successful in our modern work environment.

For an organizational change effort to succeed, leaders must understand motivation, context, receptivity, sequencing, and pace. They must communicate effectively and pull the right levers at the right moment in a dynamic situation.

Transformational leaders construct a shared vision with their followers, providing a blueprint for staff to refer to when questioning direction (Yang, 2014). Furthermore, the leaders empower their followers and offer coaching and resources to meet the vision (Birasnav, 2014). Leaders must be flexible by adapting and responding to a situation not going to plan for an organization to be successful; transformational leaders tend to correlate with flexibility (Birasnav, 2014). The upside of transformational leadership is greater employee satisfaction

Successful change management depends on ensuring that everyone in the organization understands the need for a major shift. The principle of inertia influences organizations as much as it governs physics; maintaining a constant direction feels simpler, so a leader must communicate

When leaders plan for change process, it is necessary for them to keep in mind the different barriers they may face. According to Scheid (2011), some of the common obstacles are: knowing who’s in charge, resistance, communication, amount of support or guidance for the team, and recognizing the different needs for change implementation. These obstacles happen when organizations and stakeholders miss the important elements, causing planned or expected changes to go awry (Scheid, 2011). To counterpart the enumerated obstacles the creative ways to lead change by Schlachter and Hildebrandt (2012) can be used. First strategy is to align individual priorities with organizational goals. Then, learn to live with ambiguity. Followed by understanding your leadership style first. Change what you can change, which is yourself and influence what you can’t change, which pertains others. Then, become an early adopter and ally for change. Create a community of peers. Followed by helping other employees cope with change. Encourage

The world today necessitates that organizations should implement change to keep up with the fast-changing and complex business environment. It is through embracing change management that organizations can be able to enhance their competitive edge in the market. Change management is critical in organizations since they undergo the much-needed transformation to be relevant in the market. Incisive leadership is always needed to help organizations go through this change. The influence of leaders as far as organization change is needed is insurmountable. They play a fundamental role in propelling the business to the next level of success. Despite the fact that some company cultures fail to tolerate change, it is the role of leaders to ensure

“It 's not the progress I mind, it 's the change I don 't like.” —Mark Twain. This quote from Mr. Twain seems to sum up the attitudes of many people in today’s modern organizations. Change is inevitable in business. However, the issue falls with how we approach change in our organizations. According to the ancient Greeks, the idea of deliberate change or tampering with the basic character of things was blasphemy. (Kanter) In our modern world change is more of a reasonable ideal. Yet the Greeks seem to have a similar notions to most of today’s workers and managers. How can we get our entry level workforces and department managers to not resist change, and to embarrass it with open mindedness? I believe change can be managed by combating the resistance, communicating the plan effectivity, and utilizing positive leadership.

It is considered that major change is never successful unless the complacency level is low. However, change is a common thread that runs through all organizations regardless of size of the organization, industry or history. The key part of managing change depends on how far the people within it understand the process of change. Change is a constant feature of organizational life and the ability to manage it is seen as a core competence of successful organizations.

Organizations today have to constantly change and adapt in order to survive in the current dynamic market. To this end, all businesses have to be prepared to deal with change appropriately, with the help of managers who are responsible for preparing the company for change and the employees who have to cope with the changes. All organizations experience a certain degree of change on a daily basis, however large scale changes cannot be adopted into daily routines as easily (Kotter & Cohen, 2012). Hence, the success of any organization when faced with change entirely depends on how the leadership of the company presents the new vision for change which can either lead to successful transitions or can end in failure. This means that the management plays a crucial role in ensuring that all employees of a business are made aware of the importance of the changes taking place and the implementation plan. Moreover, managers and leaders have to be prepared to overcome any resistance from employees who are unwilling to adapt to the required changes (Leavy, 2014).

Leaders and managers continually make efforts to accomplish successful and significant change -- it 's inherent in their jobs. Some are very good at this effort (probably more than we realize), while others continually struggle and fail. That 's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they 're frustrated and ineffective.