Gen Sudirman Integrity

As an effective leader one has to be especially close to their subordinates in order to provide them with the necessary purpose, direction and motivation to complete their assigned task. The tactical level is usually found at the company or platoon level, this leader is always looking to accomplish the short term goals in support of the long term mission. Tactical leaders must know how to solve problems quickly and without hesitation, they have more direct influence over soldiers because they are in the trenches with them. At this stage the leader has to council, correct and led their soldiers through the direct approach of leadership.

The creed of the noncommissioned officer is a baseline for all noncommissioned officers Corporal all the way up to Sergeant Major, on how to conduct oneself in the leading of soldiers. It does not outline every single situation you may come into throughout your military career but if you live this creed then you should be set for success. In this paper we are going to take an in depth look into the creed and how you can apply every aspect of it to leadership.

A leader unwilling to sacrifice individual goals for the good of the unit cannot convince other unit members to do so. The mission suffers with potentially devastating effects. While personal goals often coincide with Army goals, there is no room for personal agendas at the expense of the institution or the American people. It is a standard in the hierarchy of military customs and courtesies that the leader must display to his subordinates that he is willing to put in extra effort, sacrifice personal time, and show initiative and motivation in order to achieve the same from his Soldiers.

This paper on Leadership will compare the primary differences and characteristics between the tactical leader and the organizational leader. I will provide you with the basics for development, characteristics, and the fundamentals that help guide and influence each leader’s style and how they influence Soldiers to follow them. Leaders at all levels demonstrate their values, knowledge, skills, and abilities in many different means and methods in

He involves consulting with subordinates and asking for their suggestions in the decision-making process but also understands he at times must give direct orders that are not to be questioned. An example of his co-mingled style of leadership is evident in a scene where he explains the new mission to those under his authority. The new mission is to forget past procedures and get those boys back home. He also declares, "We have never lost an American in space and they sure as hell won 't lose one on his watch." This is a leader who is confident in his ability, while simultaneously inspiring the creative process needed by his crew to accomplish the group mission. In other words, he is successful in creating the right environment that will influence creativity and innovation but also keep the element of time as the main objective. An excellent example would be when he issues the order, "I want the power procedures now!" Therefore, he is a leader who can make a decision on the spot, get results on time, and allow the creative process to flow.

This leader has 3 distinctive qualities that have given him the abilities to do magnificent things. The first quality is his ability to make decisions. “Decision-making leaders are leaders are leaders who solve problems by making good decisions that result in lasting solutions” (Borek, Lovett, & Towns, 2005). I have seen him make very hard decisions, some decisions he has made I didn’t

There were numerous times were people would try and pressure him into a decision by noting there was no time for indecision. He could keep his calm, cool manner and think a situation through before reacting. I think that being able to think things through no matter the situation speaks volumes to what a leader needs to be. He also showed that not every situation needed to be thought out at that time. He was known to have thought of contingency plans prior to actions as to cut out reaction time needed due to him thinking it through before implementation and able to switch tactics on the fly. He showed this attribute multiple times but one example sticks out in my mind’s eye. We had set up a forward position in Ramadi in what we thought was a hostile minimal area. Once we had set up our hasty area for command and control of an impending raid we came under small arms fire and a mortar attack. He had set up sectors of fire and counter fire areas before we had set up even though we were told numerous times that it was not needed. Due to his intellect, he had taken it into advisement but had planned on it not being as such and we were able to respond in kind and repel any such attack. I learned from him that no matter what happens you need to think things through and show a strong intellect so your soldiers are confident in your decisions and believe in you.

Leadership can be viewed in many different ways and possess many different qualities. There are courageous leaders, respectful leaders, terrible leaders, and seemingly insignificant leaders but leaders nonetheless. But what is it that differentiates between a strong leader and a weak leader, or a powerful leader and an insignificant one? Is it the qualities in the leader or the decisions they make in key situations that define good leadership qualities? Some would define a good leader by their ability to do the right thing even if it is not the easiest choice. Others might define a good leader as one that possesses great integrity and leads by example. The military possesses many great leaders through a process of development and molding individuals to meet expected leadership qualities like honor, courage, commitment and integrity to accomplish any mission or goal. However, this process doesn’t always create the desired effect. So, let’s examine some good and bad examples of leadership qualities and break down what and how we can emulate them.

The central controlling idea of the book is that a leader must constantly look to improve their ability to lead and be tactically proficient.

General Gates further showed leadership by providing purpose and direction to subordinate commanders. To reestablish good order and discipline, General Gates ordered that commanders conduct daily drills designed to instill confidence in the men and themselves.9 With this renewed confidence, General Gates' subordinate commanders had not the least doubt of beating or compelling the British to retreat.10 Leadership, is a commanders activity. In mission command, leadership influences all of the commander's activities.11 It is how commanders show concern for their Soldiers and provide direction to their subordinate commanders. General Gates exhibition of leadership from preparation to execution enabled his Soldiers and subordinate commanders

Operation Verbal Image is an exercise based on command and control. It used many leaders who used command and control to accomplish their assigned mission. This command and control shaped the battlefield and took the fight to the enemy. This paper will discuss, how important command and control is, what is command and control, what does command and control do, and command and control in the information age. This paper will also discuss how command and control was used, how it affected the outcome of the battle, and my personnel opinions on how command and control could have been done differently.

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.

The main points of this article relate to the changing nature of warfare (think terrorism and advancements in technology) and the adjustments military leaders are obliged to make. Hence, according to the article, leaders must: a) be trained in critical thinking skills; b) be "committed to life-long [and self-directed] learning"; c) be willing to take the initiative to "diagnose" their goals, needs,

When a leader can instill trust in their soldier and get them to do something without instilling fear; the work quality will be greater and the output will be greater. Why? Because a soldier will trust a good leader’s word and even if the leader is not around all the time, the soldier will want to continue to do the right thing because the integrity and trust of the leader is greatly valued to the soldier and will conclusively generate the foundation of loyalty.

In this book titled “It Doesn’t Take a Hero” (H. Norman Schwarzkopf), General H. Norman Schwarzkopf reveals his remarkable life and career. He begins his autobiography by describing his childhood and how he eventually became a leader in the U.S. Army. This type of autobiography demonstrates how a leader is developed and what is needed in order to succeed in a career as well as how to lead a life by following a motto instated by his past leaders and followers. The autobiography goes through some background and detailed first hand experiences that makes a leader think twice of why he in the situation he is in. With the prestige of having good traits, comes triumph and success. There are sacrifices that come with the