Case Study : My Leadership Style

It was on 10 January 2010 when I got to my 2nd duty station in Schofield Barracks

outcast because he got along with many people very well, but he did seem somewhat

I saw this as an opportunity to work for myself and I could potentially turn it into a huge success. The first thing that came to mind was recognition and control. I immediately accepted the challenge and was privileged to have considered this opportunity as become part of a solution rather than being merely a number of

EXCEPTIONAL SERVICE WHILE ASSIGNED TO INTELLIGENCE AND SUSTAINMENT COMPANY AS THE FUNERAL DETAIL NCOIC. SGT LUCIER EXEMPLARY PERFORMANCE AND DEDICATION TO EXCELLENCE CONTRIBUTED IMMEASURABLY TO THE UNIT'S OVERALL SUCCESS. HIS ACTIONS ARE IN KEEPING WITH THE FINEST TRADITIONS OF MILITARY SERVICE AND REFLECT GREAT CREDIT UPON HIMSELF, HEADQUARTERS AND HEADQUARTERS BATTALION, 1ST ARMORED DIVISION, AND THE UNITED STATES

I remember reporting to Ft Hood Texas in the middle of June 2011. I and my family had just completed the rigorous drive from Ft Campbell KY, which included a three-day layover in St. Louis MO to say hello to family and friends and to once again leave as swiftly as we had come. I reported to the 36th Engineer Brigade (Stay Rugged) headquarters were I was greeted by a tall and stout older gentleman, SGM (Sergeant’s Major) Lewis. I was due to report to the 8th Engineer Battalion as they were in need dire need of experienced 12B’s (Combat Engineers) but upon looking over my credentials he decided to keep me at HQ, and to complete this backdoor transaction by effectively swapping me for Specialist (SPC) Parker. I instantly felt dread crawl upon my skin as I was now committed to the S3 section of soldiers. This couldn’t be, I felt as though my talents were completely wasted performing administrative tasks and too make matters worse I had 1SG (First Sergeant) Sparger, I thought I had officially had front row seats on the bad luck train and I was the sole passenger, little did I know that this would catapult my military career further than I had hoped for

- SGT Yan and SGT Corteslopez are schedule to lead STT on the 13 and 20 of June.

SFC Weems would remain with HQ, 235th Regiment until 2009. She was the winner of the Unit Supply Excellence Award early in her tenure at the 235th Regiment. She eventually transitioned to the Training NCO for the Officer Candidate School. Each year, she became stronger in her capabilities and always showed dedication to the Officer Candidates by devoting countless hours to Soldier care.

After recovering from an ischemic stroke just six months prior for reasons unknown and the only reason that I did not deploy with 3-509 Airborne. I was serving as the Battalion S-1 Non-Commissioned Officer in Charge (NCOIC) when an Individual Augmented (IA) tasking for SOJTF-A / NSOCC-A came from higher headquarters to our Brigade. I decided that I would apply for the tasking, not only because I met the qualifications at the time, but for reasons that I would probably never have a shot at an assignment like this in the future. After going head to head with my peers, I was hand selected by the 4th Brigade 25th Infantry Commander for the assignment. I packed my gear and headed down to Ft Benning CONUS replacement Center (CRC) to

During the second year of this command of Bravo Company, he successfully deployed his entire company to Southwest Asia with minimal supervision on extremely short notice. Once in Kuwait, he hit the ground running in providing comprehensive combat engineer support to the 3rd Infantry Division and ARCENT. Dispersed over large distances and operating independently, Bravo Company complete the 3rd Brigade Combat Teams’ Tactical Operations Center, constructed two base camps, maintained 10 miles of MSR and reconstructed 7 kilometers of berms.

3. On 15 Aug 2017, SSG Jackson notified PV2 Douglas through a text message that she was moving to training. He acknowledge that PV2 Douglas ask why she was being move on a short notice. He said, “I feel Soldiers should not question a Staff Sergeant of the United States Army when he gives direction.”

As a Brigade Operations Sergeant Major, he approached every situation with a solution that was right morally and ethically, even if doing so was the hard road. During my time working for him, I was the Ammunition and Land NCO; we had a large quantity of ammunition at the end of the year. We sat down a figured out a way to use this ammunition beneficially by planning an Advanced Rifle

because things had worked out the way they did, I told him to come in. He came

More importantly, while having the opportunity to serve others, I realized

This report seeks to explore and analyse the leadership of my former manager, Paul (name has been changed). It aims to critically evaluate his leadership by referencing examples of his behaviour, and applying leadership concepts, theory and case studies. The report describes my observations of Paul as my direct manager, and my view of his interactions with followers, colleagues and superiors. As the report draws on my observations, the analysis is limited to my personal views on his leadership. Additionally, due to the plethora of leadership theories and concepts, I have focussed on concepts that are relevant to Paul’s leadership.

He was a good manager but not a leader as he was exceptional planner and controller but was unable to have a good relationship with the team members. All of us never felt motivated by him to work.