General George S. Patton: Leadership Analysis

My leadership philosophy revolves entirely around the Army Values. In every action I take as a leader, I assess whether or not it lines up with the Army Values and the potential impacts. I have had a variety of leadership assignments during my career, all requiring a different leadership approach, spanning from team leader through platoon sergeant. My conflict resolution skills have greatly evolved through my twelve years in the Army, from rudimentary conversations to in depth problem solving. My professional development has had a profound effect on my leadership abilities, from NCOPD’s to mentorship from senior non-commissioned officers (NCO’s).

From day of training zero, the significance associated with our self-assessments was very clear to me. It provided an opportunity to put definitions behind behaviors. Allowing me to see myself from different perspectives, all of my attributes, both good and bad. I also found many lesson concepts relatable to assist me moving forward with my Air Force career. Over the next few pages, I will go into further detain regarding my five focus areas within our personal leadership development plan entries. I will link these entries to aid in the creation of my 5-year plan, while considering how I wish to be perceived by my leaders, peers, and subordinates.

The ability to self-reflect is as crucial as any. A leader should always evaluate himself and his values time to time. This make him more aware of his strengths and weaknesses and allows him to adapt to any scenario. Being able to reflect enable leader to remember past experiences and gain quality insights into themselves. This will aid the decision-making process a leader goes through.

General George S. Patton was an outstanding leader in the US Army. Patton was in charge of the Third Army and was order to turn his Army around ninety degrees from Lorraine and head to Bastogne. General Patton was a very direct leader; he was sure to let you know what was on his mind at all times. General Eisenhower had called for a meeting to inform Patton about his new mission. Eisenhower was unsure if Patton was able to handle the mission, but little did he know that General Patton had already thought of what he was going to do the night before. Patton did not mention to Eisenhower that he had left three different strategies with his deputy, Major General Hobart Gay and all it would take was phone call with a code word to activate his troops. He cared for his troops at all cost, even if a vehicle were stuck in the snow he would jump out of his open jeep and tell his troops to start pushing the troops that knew who he was could not believe that there was General Patton pushing right alongside of them. Patton would never ask a man to do anything that he would not do himself. During Christmas Patton ordered that every soldier in the Third Army would

The Chief Petty Officer Academy (CPOA) provides Chiefs with an opportunity to learn new ways to understand their people and themselves. By using the tools provided by CPOA and reflecting on the lessons learned I will continue to grow myself into the best possible leader that I can be for Coat Guard (CG). Our time spent here at the CPOA gives us a chance to develop ourselves like no other time in our career, but only if we buy in. The Myers-Briggs Type Indicator (MBTI) Assessment allowed use to learn something about personality preferences while the Leadership Practices Inventory (LPI) allows use to receive unfiltered constructive feedback form over coworkers.

Respected by most, yet feared by many, General George S. Patton was one of the most profound leaders the United States Army has ever had. He took part throughout the Mexican Revolution, World War One, and dominating the stage throughout World War Two. His career as an officer took stage shortly after his graduation from The United States Army Military Academy, where he branched as a cavalry officer (Patton, Wikipedia, 2017). Inpatient and young, he eventually went on his first deployment as a lieutenant to take part in the battle of San Miguelito. It was in Mexico that Patton met General John Joseph Pershing, where it is believed that he based a lot of his military leadership styles on the way Pershing led his troops (Pershing, Wikipedia, 2017). Through imitating Pershing, George had some of the most courageous leadership styles known widely throughout, where many praised his bravery, yet several found him foolish.

Reflective practices helps you to reflect on a regular basis and be able to discuss your plans and ideas with other colleagues, This will help you identify areas of strength and help to discover those who may need further help with their development .

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.

Purpose. This memorandum outlines my vision on leadership as a senior noncommissioned officer. It also defines my leadership philosophy and principles towards seniors, peers, and subordinates. My philosophy reflects the foundation of my personal and professional beliefs that makes us successful Soldiers.

General George Patton was one of the best United States Generals to go down in history. He participated in many wars to help the United States get to where we are today. General George Patton always wanted to be a hero and now is. General George Patton, an American Army Officer who advanced too general, commanded the U.S. Seventy Army during World War II and directed the Allied invasion of Normandy.

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

Evaluating the worth of a general through the analysis of his actions in combat is no easy task. The task is made harder when the battles he led are more than one hundred years in the past. The general’s actions must be examined through the use of primary and secondary sources and knowledge of the campaign. I will show that General Sheridan displayed excellent generalship in his actions and planning during the Appomattox campaign. Sources say General Philip Sheridan’s leadership following the evacuation of Petersburg is said to have been astounding. Perhaps the greatest testament to this claim are the words General Grant had to share regarding Sheridan’s actions. General Grant believed, “General Sheridan has no superior as a general, either

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

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).

Born November 11, 1885 in San Gabriel, California, General George Smith Patton, Jr. was one of the most complicated, yet greatest leaders in military history. On June 11, 1909, he attended the Virginia Military Institute (VMI) for a year and then to the United States Military Academy at West Point where he commissioned as a Second Lieutenant in the 15th cavalry Regiment. Growing up, Patton’s ultimate life goal was to become a hero and a successful leader. In Robert B. Williamson’s book, “General Patton’s Principles for Life & Leadership”, the author takes a personal account of Patton’s principles which he lived and fought for. These main principles consisted of the following: Leadership,