Key Developmental (KD)

"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.

Starting with the first sentence in the creed “No one is more professional than I, I am a Noncommissioned Officer, a leader of soldiers.” This is to be said with confidence, authority, and

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).

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.

Four years ago, Capt. (P) Raymond Kuderka was considering different options for a broadening assignment as a senior captain. With so many opportunities available in the Army, Kuderka was searching for guidance on which broadening assignment would bolster his company-grade development and support his career goals. Many of his peers were applying to graduate degrees, fellowships, and MI Programs. But none of these options were appealing.

The United States Marine Corps is looking for a “Few Good Men” for their Officer Corps. There are a few different ways to achieve the rank of Second Lieutenant. Some officers go straight from college to a recruiter, and others join as an enlisted Marine and apply for an officer rank later in their career. I am applying for a commission from the enlisted ranks. I have found that enlisted to officer programs have many requirements and can be somewhat confusing, but the goal of making a move from enlisted to officer can be accomplished as long as I are willing to put forth the effort to achieve that goal.

2. Intent. Leader development is the most important thing leaders do. It is my goal that each of you achieves the highest level of responsibility and service your talents permit. I will balance that goal with my duty to help identify the future leaders of our Army.

-Exemplary Supervisor. Petty Officer Brickhouse led, trained, and qualified eight personnel in daily watch routine requirements. He maintained custody of 18 Electronic Key Management System line items during watch to watch turnover with zero discrepancies. Additionally, he earned the Enlisted Information Dominance Warfare Specialist designation and conducted training for three Sailors in Maintenance, Material, and Management (3M).

PFC Thompson, this is a Professional Growth Counseling in regards to being appointed the additional duty of Alternate Key Control for 1st Platoon as a part of Charlie Company, 307th Expeditionary Signal Battalion. This counseling will outline the duties that go along with being Key Control and the regulations you must abide by while appointed to this additional duty.

Non-Commissioned Officers (NCO) are considered to be “the backbone of the Army”. These Soldiers take the officers

Upon the completion of a BSN and an overview to become a 2nd lieutenant of

In the Marine Corps, there exists an example of heterarchy nestled within a severely delineated hierarchical structure. When Marines achieve the rank of gunnery sergeant (E-7), they must make a decision about the direction of their career path. They can choose to be considered for promotion to either first sergeant or master sergeant. Both are paid at the E-8 level, but have vastly divergent occupational responsibilities. A first sergeant assumes an administrative role as an enlisted advisor to the unit’s commanding officer. Master sergeants are experts in their military occupational specialty (MOS) or job. They serve as enlisted technical advisors to the commanding officer, but also have the flexibility to step into the billet of a first sergeant

Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!