Example Of A Leader Report

In today’s Army, there are three levels of Leadership. We are going to talk about Direct and Organizational levels of the Army leadership. Direct leadership starts at the lowest level with the team leader of which has the most direct influence with Soldiers. Organizational Leaders have a staff to help them make decisions on a daily basis and provide the resources for the direct leaders to accomplish their mission. After 13 years of conflict, Mission Command could not have not even been more important than it is now. Both Direct and Organizational leaders must provide their subordinates intent and purpose in order for them to operate with in Mission Command.

"Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization" (Mills, 2013). The Army measures its leaders by their attributes and their core leader competencies. Also, a leader must be able to train, coach and mentor their subordinates. Additionally, the Army has three levels of leadership: Direct, Organizational, and Strategic. An effective leader understands and practices these qualities at an operational level.

A good leader in the United States Army is made-up of several different essential characteristics. As soon to become leaders in our profession, is our individual responsibility to know, understand and apply these characteristics in the way we conduct ourselves every day. Because we are the role models for soldiers to follow not only in our job but also in our personal life. Stewardship of the Army profession in one of these mayor characteristics of a good leader in our career. Being a steward of the profession, focuses in three mayor traits: character, competence and commitment.

Leadership goals should always contain methods of a continuous process of learning through education, training, and individual experiences that help ensure that the message will be communicated in a confident and competent manner when leading troops. Soldiers tend to follow leaders that demonstrate and live the Army values, while displaying their confidence in every decision that affects change. Leaders are not born as organizational or tactical leaders; but grown by their genetic determinism, which is inside and the characteristics they work toward; that mold is which type leader they will become. Not just anyone can lead; you must have the desire to lead, be willing to make the commitment to being a leader, and prepare yourself properly, then you have the desire to become a leader. (Fulton, 1995).

The Army's definition of leadership is “the process of influencing people by providing purpose, direction and motivation while operating to accomplish the mission and improving the organization.” An army leader is anyone who inspires and influences people to accomplish their goals. Leaders motivate people both inside and outside the army to help them pursue their goals, focus thinking, and shape decisions for the better of the army. Leadership can be acquired by anyone as long as they have the self-determination to do so. The main principles of leadership in the army are broken down in to the acronym LDRSHIP (loyalty, duty, respect, selfless service, honor, integrity, personal courage), characteristics the army aims to instilled in each

One important expression for army leadership is BE-KNOW-DO. Army leadership begins with what the leader must BE, the values and attributes that shape character. A leader can think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the leader. Values and attributes are the same for all leaders, regardless of position, although refined through experience and assumption of positions of greater responsibility. For example, a sergeant major with combat experience may have a deeper understanding of selfless service and personal courage than a new soldier.

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.

Army leaders lead by example and consistently serve as role models in every aspect of life and soldiering. It is part of their life to leave up to the Army Values. Communication is key when leading a group for the success of any mission big or small. Leaders should therefore communicate clearly and often through words and their character. They should use a variety of methods to include one-on one, email message and phone. They should communicate purpose, direction and motivation in such a way that the lowest ranking Soldier understands without any doubt. All these blends together to build trust among leaders themselves, Soldiers and families. Trust is contagious and spreads throughout the chain of command and the team as whole. The result is desirable since the head is able to influence the group to tackle any task no matter how

“All Soldiers are entitled to outstanding leadership; I will provide that leadership; I know my Soldiers and I will always place their needs above my own; I will communicate consistently with my Soldiers and never leave them uninformed; I will be fair and impartial when recommending rewards and punishment (US Army).” These are excerpts from the Army’s basic mission statement. When Leaders within my organization follow this guidance, you earn the respect to influence those around you.

The Leadership EXCEL June session focusing on Civil/Criminal Justice consisted of a visit to Angola State Penitentiary on Wednesday, June 17. The objective of the session was to acquaint participants with the state criminal justice system. Board members leading the all-day session were: Ted Landry, George Pourciau, Joey Savoie Suzy Webb, and Program Coordinator, Trudy Marceaux.

There are several important qualities that an individual must possess in order to be an effective leader. The primary skill that I consider the most valuable is the ability to lead by example. This quality was instilled in me from a young age and was further shaped through my training in Taekwon-Do, as it represented one of the core philosophies – “teach attitude and skill with actions rather than words.” Not only is a strong, positive role model for others provided when a superior leads by example, but the leader is also held accountable for his or her own actions. Effective leadership is imperative for a successful USMA cadet and Army officer because the example that his or her peers and subordinates follow is set by that cadet or officer.

Within the U.S. military, leadership is generally considered something of a given. It is a fundamental ingredient of warfare, without which the outcome of a combat operation cannot be assured. The leader is the brain, the motive power of command, upon whom subordinates rely for guidance and wisdom, and depend upon for good judgment. The leader must be determined, unflappable and charismatic; confident in delegation of authority; able to combine the various strands of command into a common thread; seasoned, intelligent, and thoughtful.

There are some principles of leadership according to the Army, 1983 which, if followed by a leaders knows what are but also what they do. First leaders have to get to know themselves which will seek self-improvement. In order to know themselves, they need to understand what is theirs, what they do and attributes. Seeking self-improvement it means continually strengthening of their characteristics and this can be achieved through self-study, reflection, and interaction with others. Secondly, they are technically capable, in other words as a leader, must know their job and have a solid familiarity with the tasks of the employees. Moreover when things go wrong, as they do not blame others but a right leader analyzes the situation and take corrective

Army leaders are dictated by and required to adhered to ADP 6-22 which outlines the attributes and competencies of leaders within the Army. ADP 6-22 states an Army leader is anybody who, by virtue of presumed role or assigned accountability, motivates and influences people to accomplish an organization’s goals. Leaders within the Army motivate people both inside and outside the chain of command to pursue actions, focus thinking, and make decisions for the overall well-being of the organization. According to the Army’s definition,

2. In the Army we are trained as future leaders to lead from the front, set an example for others, and take care of your people. We ensured our guys ate first, slept first, what ever it was, I allowed my guys first. We trained as a team and put trust in each other because if have too, we would count on each other in battle. I trusted my squad leaders and platoon sergeants, as I was trusted when I became a squad leader. Lucky for me, I had great NCOs and officers who looked out for us. They we're good mentors and pushed us