Description Of A New Duty Station

I have held multiple positions within the United States Air Force Auxiliary, Civil Air Patrol, including the position of First Sergeant of the Valkyrie Cadet Squadron. My job was to provide a dedicated focal point for all readiness, to watch the health of cadets, boost the morale, ensure that operations flowed smoothly, and make sure the orders of the commander were carried out by the support staff. After nine months of being a First Sergeant, I was promoted to be the Executive Officer, which is the third in command of the 52-cadet squadron. Furthermore, the leadership skills I have attained in the Civil Air Patrol carries out to various parts of my life. Specifically, my job at Western Steel Inc., where I've been tasked to train employees

The book Black Hearts by Jim Frederick is an in-depth narrative about the 1st platoon, Bravo Company 1-502nd Infantry 101st Airborne Division deployed to Iraq in 2005. The leadership failures documented in this book range all the way from the general officer level down to the lowest private. LT general Ricardo Sanchez failed to understand the climate his command group was entering as they were deployed into Iraq. From then on the entire leadership failures continued to compound upon each other with improper time to plan. It is customary to have a six month lead time to have a proper battle hand off when preparing to take over an AO from another unit. To compound this problem, the entire time the 502nd was in pre-deployment training, they

When I first arrived at my current unit, I was placed in the standardization and evaluation shop. Over the short period I was there, I witnessed bad leadership

The critical leadership problem the 4th ABCT faces are consequences of the continued past brigade change of command without an organizational vision to address it, and different Commanders leadership styles that have affected the effectiveness, organizational culture, and climate within the 4th ABCT. This case study paper analyzes the critical leadership problems on the 4th ABCT. The aim of this essay is to explain how the Army leadership attributes; direction, guidance, and organizational vision; and a positive environment are factors that enable

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

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.

The 4th ABCT has numerous issues preventing the BCT from regaining past title as one of the best BCT in the division. However, I quickly realized in my assessment prior to taking command that this is directly linked to the previous command team. The climate has become extremely toxic to the point that primary staff officers are ready and willing to quit or resign their positions. The BCT is over worked, overloaded, and poorly led by its leaders causing an increase in DUIs, domestic abuse, and multiple divorces. Furthermore, there is a lack of commitment to the men and women within the BCT from their leaders, which stems from the poor ideals portrayed, threw the previous BDE CDR and CSM. Moreover, hazing, favoritism, and sexual misconduct have driven a deep divide within the BDE. One of the key components that I noticed was a lack of commitment to the Soldiers and leaders at all levels

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

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 combat these issues I will develop and implement my vision and a way ahead for the BCT using the 7 Step Model. Furthermore, I will focus on specific portions of the Rocket Model, Organizational Culture “Iceberg”, and correcting the Five Dysfunctions of a Team to solve the problem.

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.

Years before Leroy and I met I was a young and hot-blooded Marine, working with eight other service members as their immediate supervisor. As my first official position of leadership, I did not intend to mess it up. I saw and experienced on numerous occasions inspiring and unprofessional leaders and I intended to be the change I wanted to see. At first, I tried to be friendly and personable; however, sloppy performance, tardiness and constant excuses were my reward. I would not have it any further. The frustration of constant failure took a toll

Leadership at my new job now consists of all civilian employees from the CIO down to the Program Lead and Supervisor. What should have been an advance in my career as a Cybersecurity professional, turned out to be a job with no structure, an inexperienced supervisor, and ineffective leadership. The teamwork is still there amongst the lower level employees but the so-called supervisor has never been in a supervisory position, therefore she has no clue has to how to pull her team together and work with us effectively. There were two incidents that caused me to lose faith in the possibility that teamwork would ever be a part of the work atmosphere at my current position. The first incident was micromanaging of my work by the Program Lead. I was given full range to build a program from the floor up because the previous person assigned did nothing with the program for an entire year. Within one month of my transfer, I had completed 90% of what I was assigned to do. In a normal work environment this would have been a major accomplishment. What I received was criticism because I didn’t run my program the way the Program Lead wanted me to run it. The criticism I received was a major blow to my attitude towards trying to get tasks and projects completed in a timely manner. The second incident was the hindrance by our Program Lead of my

My time in the military has shown me that I have a need for order and discipline. I want to instill this trait into my subordinates and affectively give them the tools to succeed and complete the mission both home and abroad. I lead from the front and never leave those willing to strive for betterment. My plan involves completing my degree and obtaining the knowledge level needed to effectively take care of and train my replacements in true values, pride in ownership and family values. A stepping stone is that anyone can learn from anyone, even if it’s what not to do. I challenge myself to right all the wrong styles of leadership that I have experienced throughout my career and be that exception to the policy/good ole boy club members. The Air Force can change with assistance from those willing to make the change. I have given blood for my countries ideals and know I will give my every effort to help produce the most capable and experience airmen for the purpose set by our CINC. I

Kleinfeld’s effort was met with resistance as expected. Change is difficult for many people and that also goes for restructuring organization also. My time in the military allowed me to experience this first hand at every new duty station. I was met with constant organization restructuring as the mission and the leadership changed every few years. I’ve seen leader fired over lack of performance, disagreement of direction and lost of competence. Every command was met with constant resistance from junior sailors to upper leadership causing constant. Unlike Kleinfeld’s I was able to survive until the end my tenure although I learn how to be able to deal with setback and move forward in the mist of disagreement and

Chief Mangan approached the task of coming into a new department with an eye for making positive changes but the understanding that change is not always easy. What struck me most about the incoming Chief’s approach was the willingness to involve the people who were already a part of the department. As mentioned above change is not always welcomed, change often leaves the ones being changed feeling slighted or judged as being substandard in some way. Especially in cases such as Chief Mangan’s, where the new boss is coming in from an outside agency, the tone and approach to change is paramount to future success. Being an “idea man” with a willingness to allow leaders of all levels to step up and actually lead made for a smoother transition