1. I certify the following JROTC cadets that I am responsible for, attending at the said event, JROTC Cadet Leadership Challenge (JCLC) 2017, has Insurance coverage in accordance with AR 145-2, paragraph 5-13 (3) (e).
A consultative style encourages discussion with the team; the leader presents the situation or problem and may possibly suggest a provisional decision. They then invite discussion about it and get suggestions and ideas, the leader then decides. Positives of this style include group synergy ‘none of use is as clever as all of us’, and acknowledgment that the team has something to contribute to the decision-making process. Disadvantages of this style could include slower decision making due to consultation, and the expectation of the team or individuals that they will always be consulted.
I think this class was a good mix of both theoretical concepts as well as practical applications for discussion. Something I enjoyed the most and benefited greatly was the application of various leadership models, theories and character comparisons to personal life applications. Leadership exists in all facets of life and it is important to understand some of the several well researched theories and look for opportunities to apply them in life. The ropes course was strategically scheduled in the beginning of the class to get to know everyone outside the classroom atmosphere and it presented some real time opportunity to demonstrate leadership ability. Since this is a class which involves a lot of
CW5 Jeremy Light distinguished himself through exceptionally meritorious service during 29 years of service to the United States Army. CW5 Light’s technical competence, superb leadership skills, and tremendous devotion to duty have contributed immeasurably to every unit he served with throughout his career. He has served with distinction in ever increasing positions of responsibility, culminating as the Senior Ordnance Logistics Officer for the 21st Theater Sustainment Command and United States Army, Europe.
Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected
Quoted by Ronald Reagan “The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” A manager gets things done via planning and delegation. Tasks are usually assigned and results are obtained by other efforts. A leader gets things done by holding a vision, modeling behaviors and usually have very inspiring actions. A manager is defined as, “An individual who is in charge of a certain group or tasks” (Business Dictionary). A leader is defined as “The person who leads or commands a group, organizations” (Business Dictionary).
Police, courts and corrections are part of criminal justice organizations. Each of these organizations face challenges every day and the leaders of these agencies must deal with these challenges (Duelin, 2010). The types of criminal justice leaders range from police chiefs and sheriffs to prison superintendents, and heads of government, state, or local task forces. Some of the challenges they confront are budget and staffing shortfalls, political perspectives on the roles of law enforcement personnel in society, and the changing nature of crime and the difficulties associated with keeping up with these trends (Bryant, 2010).
A wise man once said; “flat terrain never made a skilled soldier.” As you progress through your career and advance your knowledge of your tradecraft you must learn to adapt. Having served on a Brigade Combat Team and a Division Geospatial Information and Services Team I felt ready to serve as a Squad Leader and Senior Geospatial Engineer Sergeant within a Brigade, but nothing could have prepared me for the challenges I would face serving as a Senior Geospatial Engineer Sergeant on a Combat Aviation Brigade’s Geospatial Information and Services Team.
We believe that our youth are the leaders of tomorrow, and leadership can be learned and should be practiced. Therefore, Moving in the Spirit’s student leadership philosophy involves giving students opportunities to practice leadership skills in a supportive learning environment. We believe it is critical for students to have increased opportunities to be social change agents and engaged citizens because our communities need more people who have the skills and ability to provide a positive impact in the communities in which they live in. Our class structure and youth development workshops are the foundation of the development of leadership skills. We work to develop the following leadership skills of effective communication; conflict resolution;
Admittedly, I had no knowledge of what PLA was or the organization's values prior to applying to BGSU. While researching service organizations within the school, PLA immediately stood as the quintessential organization to be a member of based on its core values: integrity, service, credibility, and learning. With these values in mind, leadership skills are learned and then taught to continue the cycle of using service in the community as a vehicle for leadership. Participation in community service projects and student organizations shows dedication to a common goal; leaving a positive impact demonstrates the leadership skills being acquired. Communication skills are cultivated to make exploring personal values and ethical dilemmas with others more eye-opening,
In the Leadership Challenge, 4th edition, it is Kouzes & Posner (2007) intention to present a road map for individuals to follow on their leadership journey. The authors stress that “leadership is not a gene and it’s not an inheritance.” Leadership they assert is “an identifiable set of skills and abilities that are available to all of us” (p. 23). They make clear that the “great person” theory of leadership is “plain wrong.” Leaders are our everyday heroes who do extraordinary things on a regular basis (p. 23).
Heading into this course, I wasn’t exactly sure what it was about. Aside from reading the description on the KU website, I had no idea what to expect. I thought it would be centered around what would make a good leader, and the things I should do to achieve this. After the first couple weeks, I finally grasped the purpose of this class, and slowly started to work what I was learning into my day to day life. Through this class I have been able to identify what adaptive leadership is and how to apply it to my day to day task as well as how to work within the disequilibrium. I was also given the opportunity to reflect on what I was learning, through journals and amongst my peers through discussion boards, and how I was using my knowledge to identify different challenges I was facing in my life.