General Moore's Ethical Leadership

When asked to conduct a review of a book pertaining to leadership, I immediately chose Inspiring Leadership Character and Ethics Matter written by R. Stewart Fisher and Perry J. Martini. This book suggested on the United States Navy’s Recommended Reading List (The Blue Jacket 's Manual , 2015) in addition to multiple universities including Regent University. The focus of this book is based on one basic principle: doing the right thing and making the right leadership decisions based on the character of that leader. Applying the lessons gathered within the Christian religion, Fisher and Martini relate various leadership styles and qualities to scripture throughout The Bible.

Has your leadership ever been tested and what do you set your foundation on? If the country became divided and you had to choose a side, could you? What would you base your decision off of? This is the decision that Robert E. Lee faced when the Civil War kicked off. Robert E. Lee was a visionary leader and ethical leader during the Civil War. First, as a visionary leader, Robert E. Lee set his leadership foundation on self-discipline and used Transformational Leadership Behavior “Individualized Consideration” to lead and motivate his troops into battle even when they were outnumbered. Furthermore, as an ethical leader, Robert E. Lee’s loyalty to his homeland allowed him to overcome an “ethical dilemma” using “critical thinking” to avoid an “ethical trap.” Finally, Robert E. Lee’s actions allowed me to reflect on improvements to my visionary and ethical leadership traits in my new assignment and deployed environments. Robert E. Lee knew he had to be “self-aware” and utilize his men to their full potential before he could march them onto the battlefield where the odds were against them.

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

The 4th Armored Brigade Combat Team (ABCT) has a proud history of accomplishments. It has served in the wars in Iraq and Afghanistan. Historically, the morale across the brigade was high; leaders took care of their Soldiers, and all of them did their best to train them, accomplish missions successfully, and support them in any way. The 4th ABCT HQ, as well as each of the battalions, were highly efficient and effective, and most of them were jubilant to be part of the brigade. Three years ago, one of the best maneuver brigades in FORSCOM was the 4th ABCT. The brigade had focus; leaders and soldiers were dedicated, and there was a strong work ethics. However, the 4th is facing some challenges ahead that are going to make difficult to reach its full potential. Amongst several leadership problems, there is a major one. There is not an organizational vision in the brigade, and if there is, it is unclear and poorly evident.

LTC Moore’s style of leadership was one that instilled confidence and set high expectations and standards for his leaders. He stressed taking care of each other and implemented tough and realistic training in order to ensure the best chance of his Soldiers surviving in battle. He believed in cross training and decentralization. In a field training exercise, he killed off the

The 82nd Combat Aviation Brigade (CAB), 82nd Airborne Division Fort Bragg, North Carolina (NC), received orders in early 2010 to deploy to Afghanistan in support of Operation Enduring Freedom (OEF) 11-12. Our brigade commander was a very maintenance-oriented, analytical forward thinking leader. He decided to implement task force organization for the brigade very early. He based the decision on troops and companies within the brigade fully integrating different aircraft, pilots, maintainers, and support personnel into new organizations. Aviation, in general, remains filled with many different low-density Military Occupational Specialties (MOSs). Certain MOSs work on different aircraft and others work on one type of aircraft specifically. Soldiers, Non-Commissioned Officers (NCOs), and Officers would need to fully integrate and understand the unit’s mission and various functions. A Troop, 1st Squadron, 17th Cavalry Regiment (1-17), with myself as the First Sergeant (1SG), moved hangars and integrated with 1st Battalion, 82nd Attack Helicopter Battalion (AHB), and then again into Task Force (TF) Wolfpack. There were several reasons why A Troop, TF Wolfpack1-82, and 82nd CAB were one of the most successful Brigades during all OEF

Leaders are responsible for influencing followers to perform a task, duty, or to be representative of their followers/constituents' wants and needs. In order for a leader to perform their task and duty effectively, they must possess ethics and morals that prized by their followers and that create loyalty among them. Because leaders are supposed to set a strong example of ethical behavior and ethical practices, it is imperative that leadership follow and set morally acceptable behaviors and that leadership conduct itself in a acceptable ethical manner. As such, leadership must conform to certain ethical principles, which Immanuel Kant attempts to define in Fundamental Principles of the Metaphysics of Morals.

In addition to Theodore Roosevelt’s visionary leadership characteristics, he also depicted many ethical leadership traits. An unwavering example of this was his ability to be a critical thinker by using intellectual courage. Intellectual courage is being able to foster the ability to consider ideas that are considered absurd or different based on our viewpoints or beliefs and rationally justify them (BCEE, 2017, pg. 15). A perfect example of this attribute when Roosevelt had a “vision to increase the influence and prestige of the United States on the world and develop the country into a world power. His diplomatic maxim was to “speak softly and carry a big stick,” and he maintained that a chief executive must be willing to use force when necessary while practicing the art of persuasion” (Milkis, n.d.). During the Spanish-American war, the United States gained control of the Philippines from Spain. Roosevelt was forced to enact policy to govern the island and appointed William Taft for this position. Roosevelt was able to foresee the benefit of enacting a civil government to further the democratic process for the island (Milkis, n.d.).

General Benjamin O. Davis, Jr. (born in 1912-2002) was the first African-American General in the America Air Force. Benjamin O. Davis, Sr., his father, was the first African-American to earn the title general in any branch of the American military. This paper aims to prove that General Benjamin O. Davis Jr. was a visionary and ethical leader. After graduating from the University of Chicago, the United States Military Academy commissioned him. He was one the first African Americans to be admitted to the Army Air Corps and to pilot training. General Benjamin had led 60 combat missions and promoted to Colonel by the end of World War II. He was the one of the first black pilots in the military and the first African American cadet to graduate from West Point Academy in the twentieth century (Lerner, 2003). With his effective accomplishments, I believe he provides a perfect example of who we should all look at as a visionary and ethical leader.

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.

There is a multitude of issues preventing the 4th ABCT from becoming one of the best BCTs in the division. However, I quickly realized in my assessment that this is directly linked to the previous command team. Therefore, the climate has become extremely toxic to the point where primary staff officers are ready and willing to 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

The quote above personifies what type of person LT. Colonel Moore was. In today’s society you will rarely find individuals such as LTC. Hal Moore that exhibit those rare qualities of what a leader should be. In this essay I will describe some of the leadership qualities that are displayed in the movie We Were Soldiers. I will also discuss how the characteristics were portrayed, evaluate the success or lack of for each, apply a real life situation and explain how his leadership style affected those who followed.

Regarding actions, behaviors, and decisions, Abraham Lincoln is a shining example of a visionary and ethical leader. In his words, actions, and decisions, Lincoln embodied the visionary leader concept throughout his presidency, managing diversity and influencing change despite massive resistance. During this same period, Lincoln further personified the qualities of an ethical leader, specifically in handling a divisive ethical dilemma. Thus, it is imperative leaders, myself included, consider and reflect upon Abraham Lincoln’s leadership as a guide in their own development. In doing so, a leader discovers powerful and resonating skills to inspire people, shape organizations, and craft a better tomorrow.

There are a number of qualities that quantify good leaderships and good leaders. According to Kouzes and Posner in their book The Leadership Challenge, all successful leaders have (5) practices in common. They “Model the Way”, “Inspire a shared vision”, “Challenge the process”, “enable others to act” and “encourage the heart”(15). Never is there a more important time to have exemplary leadership, than in a time of war. Both the American Civil War and World War II showed what was possible through good leadership. From abolishing slavery and preserving the Union, to fighting tyranny and oppression abroad, both events in American history had a profound impact on all those involved. The impact would most certainly be different if not for the leadership of Colonel Lawrence Chamberlain of the Union Army during the Civil War and General George S. Patton during World War II. Both leaders possessed the 5 practices essential for god leadership, yet both leaders to different approaches to accomplish their goals.

Once the initial vision has been developed, it is essential for LTC (P) Owens to create a sense of urgency. The urgency can easily tie into the timeline for the outgoing battalion commanders. By using the forcing function of the change of command that happens in 60 days, LTC (P) Owens effectively creates a sense of urgency for the unit and addresses issue the disengaged leadership at the same time. Furthermore, some of the goals that he can place are the tight timelines for equipment returning from deployment, equipment reset, and reissue of combat systems. These goals create additional urgency and can translate into quick wins for LTC (P)