Dedicated Leader Involvement In Continuous Recruitment

Toxic leadership and climate defines the critical leadership problem within 4th ABCT. In conjunction, a lack of care for Soldiers and their families, favoritism, SHARP issues, and hazing have caused a unit to lose all trust in the previous Command Team. To correct these issues I will develop and implement my vision and a way ahead for the BCT using the 7 Step Model. Furthermore, I will place a great deal of emphasis on a specific portions of the Rocket Model, Organizational Culture “Iceberg”, and correcting the Five Dysfunctions of a Team

Poor leadership, or the more widely known phrase “toxic leadership”, has been a topic of concern throughout the history of the Army. The Army’s recently published leadership doctrine says that, “Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.” (ADP 6-22, 2012) There are many examples of leaders in recent years that have been relieved due to negative effects on their organizations. Poor leadership is commonly portrayed by telltale characteristics of those in leadership positions, revealed by detrimental effects on subordinates and mission accomplishment, and must be addressed through consistent education and

As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several

The core leader competency ‘Develops’ is broken into four key objectives: create a positive environment, prepare self, develop others and be a steward of the profession. The behaviors associated with these objectives are essential to the successful implementation of the Army SHARP program. Creating a positive environment decreases the risks of disciplinary issues in general. When an NCO is familiar with the required reporting procedures and available support programs they can more effectively train their Soldiers in what needs to be done given a situation that requires intervention. By passing the knowledge of how to handle situations to subordinates a NCO is ensuring the next generation of leaders carry on the ideals of the profession. When all of these objectives are met the unit becomes an environment where all personnel can be assured that not only their leaders, but also their peers will be invested in their wellbeing.

MRT is part of Comprehensive Soldier and Family Fitness, CSF2, program. It is designed to build the resilience and enhance the performance of those who serve by giving them the skills to thrive, not just in the Army life, but also within their personal lives. This is all accomplished while meeting a wide range of operational demands. MRT has often been misunderstood and overlooked as a program in the Army. When implemented properly, it provides soldiers skills that can be applied in a day to day capacity. Resiliency is a prized commodity within the Army. MRT is a crucial instrument in developing leaders and soldiers in today’s Army.

The culture and climate of a well-disciplined unit should be apparent by its strong core values and attributes displayed by its unit members. Recruiting and processing qualified applicants with good moral values and strong character traits is where it starts. In addition, Basic Combat Training (BCT) further strengthens a Soldier’s moral fiber, focuses on building strong leadership skills, and instills the core values of the Army. The Army needs “standard bearers,” not Soldiers and Leaders who choose the easy wrong over the hard right. Providing proper training and honest feedback will create competence in our military ethics. We need Soldiers and Leaders of strong character that will teach, coach, and mentor the next generation of leaders. A positive command climate and demanding culture is the substance of developing unit cohesion and esprit de corps. Army ethics will continue to struggle if it does not have leaders at every level to enforce the importance of its core values and principles. A strong culture and positive climate play a vital role in shaping our force for the future.

The United States has many people living among one another all with a different kind of mentality. Varying from a weak to strong mind depending on life events and how they have managed to deal with them. For most the way they react to their surroundings can seem like an easy task but for others it can be the hardest and most difficult of tasks. To further explain this point, one can look into the many possibilities of how one’s surrounding and life events can interfere with their mind creating psychological problems. One of the most common to take into consideration is the mind of a soldier who suffers from post-traumatic stress disorder.

A service member’s emotional and psychological issues are not like malfunctions of a piece of equipment and must not be treated as a troubleshooting problem in a technical manual. And yet this seems to be the only way the military, as a whole, knows how to address the issue of a service members mental health. It requires a holistic approach that is not currently embraced by the military. Historically, the military has been ill-equipped to handle the shifting nature of the psychological issues created by introducing a service member to the battlefield.

Stephen Soldz states in his 2011 article The Dark Side of “Comprehensive Soldier Fitness” that “there are many complex issues regarding the CSF program’s empirical foundations, its promotion as a massive research project absent of consent, and the basis on which its psychologist developers justify the program.”1 Despite Stephen Soldz’s issues with the U.S. Army’s Comprehensive Soldier Fitness (CSF) program, the CSF program is a vital U.S. Army program that promotes the well-being and problem prevention of Soldiers. The CSF program strengths include the Global Assessment Tool (GAT), the Comprehensive Resilience Modules (CRMs), and the Master Resilience Trainers (MRTs). A proposed CSF program requirement would be a short video explanation of

A role of the Sergeant Major is to raise morale, increase motivation, and build effective teams. By honestly recognizing positive behavior, individual achievement, and team success, the Sergeant Major spreads a positive outlook throughout the organization. When Soldiers feel acknowledged and valued, they are more likely to continue to progress and achieve continued success. Effective praise leads Soldiers to feel that their leaders are noting their positive achievements with detail and honesty (Reivich, Seligman, & McBride, 2011). Effective praise assists leaders in preventing hazing by showing that leaders care for their subordinates’ well-being and drive for continued

The ability of the SGM to create a positive environment, notice and analyze positive occurrences, and most importantly, counter the negativity bias (MRT, 2014) is crucial in ones’ ability to prevent, identify or rectify the effects of toxic leadership. The ability for soldiers to look past negative events caused by others and apply learned MRT skills is crucial to building optimism for the future, the mission, and the members of the unit. HTGS leads to a number of benefits such as better health, better sleep, greater personal and professional satisfaction, but most importantly, it can lead to optimal performance, which will lead to a more productive and cohesive unit. An example of HTGS is The CSM and SGM are responsible for cultivating

After watching the six-minute video clip from “Facing the Giants,” the clip reminded me so much of persons I have had the privilege of working with, present company included, and even myself. What was most impressive was the transformational leadership style of the coach. The coach’s transformational style confirmed what I had been taught in Marine Corps boot camp about a thing called intestinal fortitude. It was drilled into us that the mind can and will give up before the heart. When it is on a person’s mind to quit, one must do like a Marine and allow the heart to kick in! Ignoring the mind has allowed numerous Marines to push themselves quite a bit farther than they thought they could go.

The information provided in Unit Six relies on current human resource staffing and capturing survey evidence and feedback from May 1st, 2016 till May 22nd, 2016. The time frame used to collect data is primarily based around non-peak sales hours of UPS on sales professionals within the MidSouth District. The survey was sent, and asked to be completed during non-work hours by a small sub segment of the sales professionals within the district.

The human resources specialist received several applications for the administrative assistant position. The strategy that was selected to find the "right" applicant for the position was target recruitment. The human resources specialist determined that the qualifications that the organization was looking for was targeted through this strategy.

Being in the military, most military members don’t have the traditional jobs, work schedules, and working environment. When deployed I can work up to 18 hours days up to 7 days a week. Working such grueling scheduling it takes remarkable leadership and management skills to keep individuals in my work environment working steadily and keep morale at optimal levels. Within the military one of the most important theories in management is the Behavioral Management Theory.