Character And Leadership Why Smsgt Clough Is A Legacy Leader

The legacy leader I have chosen to write about is Brigadier General (BG) Richard T. Ellis (Deceased). BG Ellis was a true influential leader in the United States (U.S.) Army and intelligence community. This paper will discuss how BG Ellis showed leadership attributes and competencies covered in Army Doctrine Publication (ADP) 6-22 and Army Doctrine Reference Publication (ADRP) 6-22. It will also discuss how he influenced leaders and changes in the intelligence community. Finally it will cover how his actions influenced me in my military career.

This concise paper addresses a lifetime of learning on part of the author and the gracious graduated squadron commander interviewee who leant his time and wisdom. In the next few paragraphs the three key elements that will be addressed include: the author’s leadership philosophy, elicited in the hot seat from the Group Commander, a summary of the author’s commander interview, and an analysis of the interview through the lens of the author’s own philosophy.

As a professional leader, role models are an important source of inspiration and development. The ability to deliberately aim to improve as a leader is equally important. In the Army, the Leadership Requirements Model found in doctrine provides the framework necessary to make those deliberate improvements. This framework presents the opportunity to analyze our leadership role models using the Leadership Requirements Model and assess how that leader has contributed to the Army or the Non-Commissioned Officer (NCO) Corps. Additionally, it is important to apply the same analysis to how that role model has influenced our own leadership. Lastly, with these considerations in mind, leaders can project into the future and determine what kind of legacy they wish to leave. The purpose of this analysis is to explore these opportunities and the relationships between doctrinal leadership, a legacy leader, and my own leadership and legacy. My father, retired Chief Warrant Officer 2 (CW2) Nelson Stydinger, had a significant influence on the profession during his own service. He also represents my most important leadership influence throughout my career and his record informs the type of legacy I would like to leave as an Army leader.

The purpose of this paper is to address how I, SSG Schumacher, have identified Major Robert Rogers as a legacy leader and a leader of influence in my military career as a non-commissioned officer and member of the military intelligence community. This paper will cover three main topics in which I will first discuss a brief history of the life of Major Rogers. Then, his impact on the evolution of warfare and leadership attributes on the United States Army. Finally, I will discuss how his leadership attributes led to him making an impact on the military today and Soldiers such as myself.

From June to 2004 to present, beloved Colonel Michael Dane Steele is in command of 3rd Brigade, 101st Airborne Division (Rakkasans). I have just been notified that I will take command from Colonel Steele in November 2006 which leaves just short of six months for me to plan for the change. A review of author Raffi Khatchadourian’s article, “The Kill Company,” published in The New Yorker on July 6, 2009 is necessary for background in writing this paper, however; the timeframe assumed for the purpose of writing this essay is June 2004. To this end, it must also be assumed that the author does not benefit from the knowledge gained by reading most of the information in Khatchadourian’s article. My goal is to set and maintain an effective, ethical command climate through investigation, self-education, and unit-wide professional military education.

Effective leaders can inspire followers to excel and achieve a goal (Reed & Bogardus, 2012). Besides inspiration, military leaders should stimulate trust and possess specific core competencies including loyalty, selflessness, decisiveness, integrity, self-discipline, perseverance, and dedication (Loughlin & Arnold, 2007). Unfortunately, LCDR MacInnes lacks a few of these qualities.

In this paper, I will be explaining what a legacy leader is and the impact one specific leader had on my career and the Army. In December of 2011 I reported to Joint Base Lewis-McCord and was assigned to 1/17 IN BN part of 2nd Striker BDE Combat Team. I had arrived at a unit that was preparing for a hard deployment to Afghanistan after a vigorous training cycle. I had walked in to my office to meet the team I would be leading into a combat zone that had zero experience, except for SSG Frazier that had a “been there done that” attitude. SSG Frazier was not as focused as a leader should be when prepping for a deployment with new Soldiers. The area that our unit would move to was the area that the Taliban was founded by Mullah Omar in Zhari District Southern Afghanistan (RC South). I had to quickly adjust to a high operation temp of a unit getting ready to deploy with little to no experience. After meeting SSG Frazier, I decided to meet the BN Commander and CSM to get a better understanding of the mission and expectation from the leadership. When I

Some leaders have some special gift and skill. They can order and control people to what to do in their favor. They also influence and inspire others in many different ways. There are some leaders who influence me and inspire me so that I can exert my effort to become a better human being, Soldier and a better leader in my life. Especially I’d like to pick a individual whom inspired me most. He name is Command Sergeant Major (CSM) Charles Fitzpatric. In this passage I will explain how he motivated and inspired me with his leadership style. I will also describe how he coached and helped me to have an idea of legacy leader. I will also describe the legacy that I would like to leave as a leader in the US Army.

SFC (Ret.) Mark C. Daw is the subject of this Leader’s Legacy paper. SFC Daw served for over twenty years in the United States Army Signal Corps. SFC Daw served during the Cold War in the Berlin Brigade, in Operation Desert Storm, in Bosnia during Implementation Force (I-FOR), and in Operation Iraqi Freedom 04-06. A career paratrooper, SFC Daw’s leadership style involved leading from the front at all times, superior tactical and technical proficiency, a hand of discipline tempered by wisdom, and developing his Soldiers professionally and personally. SFC Daw’s example serves as one worthy of emulation by all Soldiers, regardless of expertise or field. I am the Soldier I am today because of SFC Daw.

Our nation’s military continuously evolves to ensure success in future operations. This change is only be possible if our top leaders work in concert towards a common goal. The purpose of this document is to highlight how General Stanley McChrystal changed the manner in which the U.S. Military operates and communicates in an ever-changing environment.

The purpose of this paper is to address how I, SSG Schumacher, have identified Major Robert Rogers as a legacy leader and a leader of influence in my military career as a non-commissioned officer and member of the military intelligence community. This paper will cover four main topics, in which I will first discuss a brief history of the life of Major Rogers, then, his impact on the evolution of warfare. Afterwards, I will identify his impact on leadership attributes in the United States Army. Finally, I will discuss how his leadership attributes led to him making an impact on the military today and Soldiers such as myself.

The purpose of this paper is to describe why SFC Boozer, Charles is who I consider my Legacy Leader and how he positively impacted not only myself, but the Army and NCO Corps which directly influenced the Leader that I am today. The Attributes and Competencies that he instilled in me as Leader are just a few of the many things that I would like to become part of my Legacy that I would like to leave behind the Army and NCO Corps.

For our legacy leader paper I have been assigned to select a leader who has had a positive impact on my growth as a leader and a Military Intelligence professional; as well as discuss the legacy that I would like to leave behind. In this paper I will discuss lessons that I have learned from the story of John Basilone. John Basilone was a Gunnery Sergeant in the United States Marine Corp who earned the Medal of Honor during World War Two. He was a leader who left a resonating impression in the Marine Corp and the American people during a time of great turmoil; and while not a military intelligence soldier his story has left an impression on me as a leader in today’s Army.

The current situation faced by the 56th Armored Brigade Combat Team (ABCT) is a classic example of the effects of war on people and organizations, where the “before the war” state of both is dramatically changed on “the other side.” The current “other side” of the 56th ABCT is an organization that has been beleaguered by the ambiguous command structure of war; an unexpected, prolonged deployment; the loss of key leaders; operational and personal friction during war; the inability to adapt to demands of doing more with less and not being properly equipped and trained to conduct stability operations. The 56th ABCT’s “face of battle” is one that has been negatively affected by “the eye of command.” The only thing certain about war, as

The purpose of this paper is to demonstrate what I learned about mission command and reflect on how I will use the philosophy and concepts of mission command in my future duty assignment following graduation from the Sergeants Major Course. Although mission command is commander centric, noncommissioned officers (NCO’s) play a dynamic role in facilitating it.