Ineffective Military Leadership

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 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.

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).

Robert E. Lee once said of leadership, “I cannot trust a man to control others who cannot control himself” (Jones, 1875). This is an instance where I believe that even though this idea or thought was mentioned many years ago, it still has relevance today. I do not have an exact date of that quote, but with General Lee fighting in the Civil War, I would imagine it came somewhere in the mid-1800’s (The book it is found in was published after his death). Our current military leaders need to listen to advice like this quote, get out and know the people they put in charge so they are better able to make decisions on who should and should not actually be leading.

Summary: In this article the authors are addressing future leaders, and they immediately inform the reader that because there is more complexity considerably more complex issues and technologies than a century ago in the operational military environment, there is a great need for military leaders to achieve autonomy in terms of adapting to and learning about the evolving environment. In short, leaders must be smarter and better prepared for a changing world.

battlefield. Being a part of an elite unit, such as Special Forces, one would contemplate

“You can do what I cannot do. I can do what you cannot do. Together we can do

Military leadership is forever difficult to umpire as no control group exists. One may see the verdict of hindsight view passive strategy unfavorably, like General George McClellan who built the Union army in the early stages of the war but was a lethargic and fearful field commander who seemed incapable of gathering the courage to assertively take on Confederate General Robert E. Lee, an American soldier best known for commanding the Confederate Army of Northern Virginia; others are indicted on being too reckless. Shelby Foote, an American historian and novelist, describes the massacre on Gettysburg by Major General George Pickett, proclaiming, “And that was the mistake he made, the mistake of all mistakes....and there was scarcely a

In the article, “How to Deal with a Difficult Boss”, by Donna Brown Hogarty, she discusses the many types of “bad” bosses. The article focuses on these specific groups: The Bully, The Workaholic, The Jellyfish, The Perfectionist, and The Aloof Boss. The topic of this essay will be that of the Perfectionist Boss. The Perfectionist Boss is described by Nancy Ahlrich, a college graduate, as someone who would appear over her shoulder and inspect her work. She states, ‘I felt belittled by his lack of confidence in me’ (99). In this article we learn that the Perfectionist Boss can be nit-picking, discouraging and someone who ‘needs to find something to worry about’, as stated by Leonard Felder. (99).

An effective leader is someone who knows how to influence and stimulate their followers (Jones, 2015). It is also important for effective leaders to have empathy and communicate their ideals (Jones, 2015). Several Presidents in the US’s history have been ineffective. Often when they are running for the position they make promises they have no way of keeping or they flip flop from one opinion to the opposite so the public does not know how they truly feel and therefore cannot trust them. Our current President is a perfect example of an ineffective leader.

As I’ve never had a boss, I did my analysis on a boss that I personally know, the general manager of DecoNetwork’s North and South American departments, Mietek Woloszyn. The goals that matter most to him are short term goals, such as improving every day, and believes that being focused on long term goals can often be too distracting to present tasks. The pressures upon him are to make profits, but without betraying his own values. For example, on many occasions the question to cut company insurance has come up, and despite the benefits to profit it could bring, Mietek values his employees more. Details are important to him, but he believes they should not hinder progress and subsequently his main pet peeve is time being wasted.

Growing up in the church I watched every movie, show and read every story about Samson. His story was very popular amongst young children because he was so strong and had cool hair, at least that is how the story was presented to us. It was not until I read the text and scripture again to learn the truth behind Samson’s infamous story. I now recognize that the story is not as simple as I thought, and he was not the man I thought he was. However, I love that he is a flawed leader because he is able to teach others what not to do.

This paper examines stylistic differences between male and female leaders in a military environment. To understand the application of women in a traditionally men’s profession, leadership characteristics are examined from military cadets at the West Point Military Academy. This review will identify unique abilities of women that distinguish themselves from their male counterparts and the contributions that they make to a more productive military organization. Most of the research is reviewed from the class of 1998 over a four-year experience at West Point and supported by other journals that examine gender differences in civilian organizational culture. The social implications of women in managerial roles differs between many countries. Women

Objective: The objective of Dr. Robert Sutton’s “Good Boss, Bad Boss” is to establish the case for why bosses are vital to the health and success of an organization and a productive environment. His clear message is “Bosses Matter!” He establishes the hallmark of a great boss by answering the following three questions:

Management is the process of dealing with or controlling other people. The skill of management is important to be successful in business but such skill is not easy without an abundant amount of experience and knowledge. Alex Sander, the principal character of the case study, shows the characteristics of an ineffective leader. The description of her lifestyle and the remarks of her co-workers provides evidence for the problem. The potential solution to solve Alex Sander’s problems is based on the symptoms shown in the case study.