Leadership And Combat Compliance, Focusing On The World War II

Army leaders are facing some tough challenges with their leadership for their Soldiers organizations, and garrison operations. Leaders have to redefine their leadership to improve their Soldiers and organizations. Army leaders has to develop their Soldiers though personal interactions at the squad, platoon and company levels. Leaders will develop their organization through guidance with support from their staffs that consist of subordinate Officers and Non-Commissioner Officers. Direct leadership and organizational leadership will have major roles in the progress of Soldiers, organizations and garrison operations.

Leaders are look upon as role models as they guide us with their motivating, influence to accomplish tasks. There are a lot of leadership styles; when leading, it is based on the situation. When I was in the military, I encountered with many different styles of leadership. A leadership that I considered meaningful is a Transformational Leader. The transformational Leader in the military with their inspiring charisma of motivating, influence creates a visualized path that produces energetic characteristics that inhere to new changes, developments, and possibilities.; by demonstrating authority, the Transformational Leader in the military utilizes their power to inspire and motivate people into trusting and following their example; this as

Leadership is an essential component of successful military action, especially in times of war. War is the type of crisis that has been said to separate the ‘men from the boys’. Leaders are molded from the situations thrust upon them. As they interact with the mix of people, resources, information and environment, leaders are affected by and have a profound effect upon the outcomes. To be effective, a leader must understand and identify with those that are to be lead. People will only follow if the leader’s vision reflects their ideals and values. It is a two-way street; a good leader is also a good follower (Bolman & Deal, 1997). So, it is through General Frank Savage, the general in charge of the beleaguered 918th Bomber Squadron based in England during the early stages of World War II, as well as Lieutenant Jesse Bishop and Ben Gately, elements of great leadership are displayed.

The army values use it as an acronym, leadership. The army is very adamant that all soldiers can be leaders, maybe that is true, but in my 15 years in, I did not see it that way. I am going to write my journal on what may just be my jaded perspective of how we define leadership, but I feel it is important as many law enforcement agencies are taking the same type of approach. I do not think that all people can be leaders. I don’t think it is something that is completely genetic, but I also don’t think it can be taught fully either. I think it is something similar to epigenetics in psychology. There may be traits that everyone has, but some early life events will help “flip the switch” psychologically. The military likes to say that there are different leadership styles. I think that at the core, that philosophy is wrong. Different people may have different ways of interacting with those that must listen, but at the core leadership should always have the same basic tenants. I think that the Army used the term leadership because it sounds better than manager or enforcer. I am going to use this journal to discuss why and how I see the issue of leadership and maybe in doing so I will change my mind on how I feel when someone self proclaims they are a leader or it is used so often in speech that it makes me question who is trying to convince whom of the leadership status.

Everyone should be treated fairly. When leaders treat everyone fairly it can build a strong morale, better relationships between the leader and direct report and then trust will be established.

Since I entered into the military school, this term “the leadership” has encompassed me. Many senior officers I recognized told me that leadership is an art, because it could be conducted by whichever you employ and it has no any standard answer. What is a good leader? The one who treats you well or guide you to an appropriate way. What kind of characteristic should a leader possess? The one who can boost the morale of a group. How to become a leader? To be a leader need continuing training and educating, or it requires a gift. No one has a specific description. Today, I am going to discuss this topic and to share personal experiences of the leadership through my 18- year military life.

The third field, “political-cultural,” summarizes how Army professionals represent themselves outside of military operations (Army, 2015). Commanders must ensure that they present themselves in a professional manner outside of the uniform, because, as leaders in the Army, a commander’s actions will be representative of the Army, regardless of whether they are in uniform. The final field is, “leader-human development,” this field centers around creating leaders and Soldiers who are experts in their fields (Army, 2015). This is the most important field for a commander to understand. The commander has a large influence on the development of the Soldiers in their care. As such a commander, must work to become an expert in the three-other field mentioned in chapter five, so that they can utilize that expertise to create experts within their unit. The development of expert knowledge within the force can help to remedy the lack of political neutrality Foster (2007) identified in his paper. By developing experts, and focusing their development using the fields identified in chapter five commanders have the opportunity to eliminate, what Foster (2007) calls, “pronounced ideological conservatism and Republican political preference.” This political preference can only stem from the development of Soldiers, by leaders who are not experts in the four fields mentioned in chapter five. Otherwise, all Soldiers would make

“Leadership, the lifeblood of an army, makes a difference every day in the United States Army. Since the formation of the Continental Army until today with Soldiers deployed around the globe, Army leaders have accepted the challenges before them. The United States Army has always had great leaders who have risen above hardships and have drawn on a range of leadership qualities to influence Soldiers, build units, and accomplish the mission.” (ADP 6-22, 2012)

To be combat effective, Soldiers need to carry out the orders that are given from their superiors. The Soldiers to carry out these orders though cannot be effective without a competent leader. For this reason, the United States Army has published doctrines that define what makes a leader an Army leader. To be an effective leader at any level of leadership, Headquarters Department of the Army (HQDA) states in ADP 6-22 Army Leadership (2012,) those leaders must possess attributes and competencies. There are three attributes and three competencies that comprised together make that Leadership Requirement Model. First we will look into the three leadership attributes that are the internal characteristics of a leader. Appropriately, Character is the first of the three attributes. A person’s leadership style is directly affected by their character, which makes up that person’s identity. ADP 6-22 Army Leadership (2012) gives the example of integrity as a trait of character. As defined in ADRP 1 The Army Profession (2015), integrity’s definition is

- Introduction a.Definition of Military Leadership b.Significance of the study of Military Leadership c. Definition of Terms - Body a.History of leadership in the military b.Different theories and styles of leadership c.Leadership skills d.Leadership of the future in the military. - Conclusion a. Concluding Statement

Several leadership qualities listed in the Army Leadership module were to be courageous rather than passive, to adjust ones actions according to circumstance, the power of collective leadership. Courage is the decision to take action during stressful times, rather than be passive to its effects. With practice, a courageous leader not only betters their ability to lead under pressure, but strengthens their confidence and consistency of thoughtful action under pressure. Situational leadership is related to this, in the ways that not all stressful situations are the same. A situational leader must be trained to confront complex problems with understanding and an open mind. Collective leadership expresses a goal that is shared amongst leaders at

Army Leadership: For the purposes of the discussion in the research, Army leadership is “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (Field Manual 6-22, 2013). People who perform above and beyond what is expected of them possess an internal desire to succeed no matter the challenges, it’s not done to be an over achiever. According to (Hargreaves & Harris, 2015), they have an inspiring and definable destination to reach for – a compelling dream rather than a core purpose, still less a numerical indicator of superiority. Organizations that perform above expectations,

Based on the Trait Model, Soldiers possess most if not all of the behavioral characteristics and as such may be thought of as “Born Leaders”. Now, even though one may possess these traits as human beings we may fall short in certain areas. We do however possess these traits, we have too. In order for promotions and job placement we must possess them. We must be knowledgeable about our jobs in order to better lead America’s sons and daughters into battle. We must possess the initiative, tenacity and energy to deal with a multitude of issues, be it military, or personal. When we make decisions we have to be confident in what we deicide right or wrong. The mission always changes and thus we must be flexible and in this flexibility we must

I believe that an effective leader needs a plan for success. One of the U.S. Army’s most effective leader is General Omar Bradley. General Bradley summed up his take of leadership: “The test of a leader lies in the reaction and response of his followers. He should not have to impose authority. Bossiness in itself, never made a leader. He must make his influence felt by example and the instilling of confidence in his followers. The greatness of a leader is measured by the achievements of the led.” (Bradley, O.N., 1971). During my research for this paper, I found that General Bradley’s statement has laid the bedrock for my definition of leadership. This paper will show my personal strengths and weaknesses as a leader. The ending result will

Army leadership begins with what the leader must BE -- the qualities, values and attributes that a leader needs to have. The foundation of a leader's ability to lead is his character. He needs to be aware of his personal values and align them with the organization's values. The Army's values include loyalty, duty, respect, selfless service, honor, integrity and personal courage -- the same values that all other leaders need to possess in