Do You Know That The Alchemists In The Ancient Ages Melted

Independent of the Army and country you serve, leadership is always an important subject. There are many civilian books and military manuals talking about leadership. The United States Army divides the subject leadership in three levels. These levels are Direct Leadership, Organizational Leadership, and Strategic Leadership. In this paper, the focus will be only about the first two levels. According with you rank, you will work more in one of these levels. Because of that, most part of time there is not much interaction between higher-level leaders and lower level leaders. Despite the limited interaction between higher level leaders like Brigade commanders with the lower level leader like company commander it’s not affect a satisfactory mission accomplishment.

This paper will briefly analyze the case study— Rebecca S. Halstead: Steadfast Leadership, and examine General Rebecca Halstead 's career history and how through her personal attributes, skills, experiences and challenges she developed into a successful leader and commander in the U.S. Army. Although General Halstead faced a number of challenges during her career, this paper will focus primarily on her leadership style and philosophy specifically with leading teams and dealing with difficult bosses.

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 principles of Mission Command are build cohesive teams through mutual trust, provide a clear commander’s intent, exercise disciplined initiative, use mission orders and accept prudent risk. Toxic leaders who micromanage subordinates disregard these principles. Their micromanagement hampers subordinate’s ability to conduct operations defined by mission statements. The move to make Mission Command a doctrinal part of the Army education system should go a long way to minimizing the effects of toxic leadership on operations 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

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

There are several leaders that I have admired in my career over the years. One in particular that stood out was a Chief Master Sergeant in the Air Force who I served under. He was a very intelligent and vibrant leader who placed importance in military customs and core values. He was one whom I emulated in the military because of his task –motivated leadership style. He focused on the goals of the organization with the emphasis on service before self. The implications of his style of leadership lead me to believe that there was little to no relationships formed with lower ranking airmen. He was always able to get the job done because of the driven culture he represented. I learned a wealth of knowledge and information from this particular leader; I was able to create a balance by embracing his style of leadership and relating it with my style, transformational leadership. I believe it was successful, because of my efforts to focus in on the mission and create a balance in inspiring, influencing, and motivating Airmen across the globe.

The constant presence with his troops was the most significant act of building cohesive teams through mutual trust. In Fact, “how he found the time and energy to be constantly with his frontline troops and still direct the overall activities of the division was a mystery.” 1 Interacting with your subordinates shows that you care. A leader that trains with his subordinates also earns credibility. How Soldiers trust, weights leader’s sound judgment for leading troops and accomplishing missions, regardless complexity.

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.

One of my many supervisors that I looked up to was Master Sergeant William Cope. I served under him a few years back while I was stationed at Kadena Air Base, Okinawa, Japan. He guided me to become the best at what my job was as Assistant Non-Commissioned Officer of Dispatch Operations in my career field called Vehicle Operations. He was hard to get along with at times, but he made sure you were doing the right things for the mission.

Many times I felt I was over my head, but was able to do what was necessary to get the mission accomplished above standard. Unknowingly he was showing me what ADRP 6-22 Army Leadership (Chapter 5, 2012) describes as building intellect. It discusses developing balance and stability are important leader attributes to achieve mission success. I had learned how to balance what I knew and what I did not know to meet common ground in achieving results. One particular role was being the squad leader of all of the senior NCOs in the Brigade Headquarters. It was difficult being the only junior NCO because some seniors did not feel they needed to respect my position. I worked through that difficult time which set me up for success when becoming a Detachment Non-Commissioned Officer in Charge (NCOIC). My detachment was mostly officers and NCOs and I have the experience to tactfully lead seniors who out rank me. I was a stable leader who treated everyone equally and remaining the level headed individual in the unit. I have used these challenging experiences to teach my peers and subordinates how to step up to challenging positions.

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others

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.

Transformational leadership has always been my favorite. Perhaps because it was one of the very few styles I learned about as a young NCO, a young leader, and I felt that I can associate with it the most. However, as I exposed myself to additional education – whether military reading or self-development, I learned that leadership can be much more diverse than that, based on so many different assumptions and theories. I learned that leadership is also dependent on each individual, his values and beliefs, and most importantly, on the organizational culture permeating through the actions of both leaders and soldiers alike.

One of the most important aspects a leader should possess is the ability to change his approach to the dynamic environment and culture that leaders phase in all organizations. Jawarlal Nehru said “A leader or a man of action in a crisis almost always acts subconsciously and then thinks of the reasons for his action”. In this thesis I will like to point out two significant events that have changed my leadership style and will carry over not just to my military career but my personal life as well. The first crucible, that has helped to make me a better leader as a young battery commander I had with one of my Lieutenants that changed my approach towards what I believed is the perfect combination of a strong character leader and the