Leadership Based On The Career Experience

Independent of the Army and country you serve, leadership is always an important subject. There are many civilian books and military manuals talking about leadership. The United States Army divides the subject leadership in three levels. These levels are Direct Leadership, Organizational Leadership, and Strategic Leadership. In this paper, the focus will be only about the first two levels. According with you rank, you will work more in one of these levels. Because of that, most part of time there is not much interaction between higher-level leaders and lower level leaders. Despite the limited interaction between higher level leaders like Brigade commanders with the lower level leader like company commander it’s not affect a satisfactory mission accomplishment.

This paper will briefly analyze the case study— Rebecca S. Halstead: Steadfast Leadership, and examine General Rebecca Halstead 's career history and how through her personal attributes, skills, experiences and challenges she developed into a successful leader and commander in the U.S. Army. Although General Halstead faced a number of challenges during her career, this paper will focus primarily on her leadership style and philosophy specifically with leading teams and dealing with difficult bosses.

Over the years, the relationships between army leadership and a business management have been throughout to be compatible in the organization framework. Yet, it is not always that these two style of command control is not similar in some aspect, but an army leader with an organization district manager are two different leaders. In other words, leadership and management might have subordinates under them, but they will have different meaning. In this paper, my purpose is to do an assessment of leadership and management, as well as demonstrate the similarities and differences in the application it is used. To begin the similarly of leadership and management is important to know the definition of the two. There are many principles of leadership and management, but three of the most important principles are the trait method, the skills method, and the situation awareness method principles. This paper will compare these methods, from the basic, and to what is required to fully understand them and know the contrasting of each method. Looking at the three method, the two that could be comparable are the traits and skills method. However, they are different and some aspect that can be significant.

This paper on Leadership will compare the primary differences and characteristics between the tactical leader and the organizational leader. I will provide you with the basics for development, characteristics, and the fundamentals that help guide and influence each leader’s style and how they influence Soldiers to follow them. Leaders at all levels demonstrate their values, knowledge, skills, and abilities in many different means and methods in

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).

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

I believe that my past personal and professional leadership experiences make me a quality candidate for this position because I have 8 years of experience working in an elementary school as a 6,7, and 8th-grade teacher and 2 years of experience working as English Learner (EL) Program Lead in a high school setting. These experiences have afforded me the opportunity to take on many leadership roles. For example, that of instructional leader and coach, science department chair, English Language Learner department chair, English language learner program lead teacher (ELPT), test coordinator, and facilitated scheduling and programming of EL students, MTSS coordinator, and a union delegate.

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

There are a variety of ways to define both leader and leadership. There is not, however, a clear definition of how to become one. There is no set list of mandatory traits, either innate or learned, that a person must embody to be considered successful or proved a failure. What I feel it takes is the right mix of strengths and weaknesses in a given situation to demonstrate effectiveness. No one person has abilities without accompanying deficiencies. It’s all in the way they are balanced. The balance in the way one uses his or hers’ abilities will ultimately determine the type of leadership one has throughout time. To support these claims I will examine a well-known leader throughout the military, General James “Mad Dog” Mattis. This essay

I am Joseph Maruska, I am currently a Major in the United States Air Force. This essay will introduce you to my personal command philosophy. It will also summarize and analyze a brief interview recently conducted with a current squadron commander using my own leadership philosophy as a guide. Throughout this essay I will draw upon my own personal experiences and thoughts, lessons discussed throughout the Leadership and Command Course, as well the discussion with a current squadron commander. Leadership and command styles come in many different forms and there is not necessarily a correct or incorrect way to lead depending on your organization or current turn of events. This essay is simply my thoughts after being in the Air Force for the last eleven years.

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others

The United States Army has implemented models called the Troop Leading Procedures (TLPs) and the Operations Process in order to facilitate a commander 's capacity to effectively and efficiently organize a task. When these models are executed together, they create a framework for leaders at various levels to excel in any situations they might encounter. Understanding the significance of the relationship between these models requires an in-depth understanding of each of them specifically. Each step of the Troop Leading Procedures contains numerous factors which reflect upon the other steps as well as the entire Operations Process. Likewise, each aspect of the Operations Process profoundly influences the decisions made throughout the TLPs. When applied together correctly, the Operations Process and Troop Leading Procedures provide a structure for strong and adaptable operational leadership.

It is not uncommon for individuals in a private corporation or in a state public sector organization to associate leadership concepts with the top brass in today’s military. Individuals will make the assumption that if someone obtains a certain rank in the military then that person must possess the skills and qualities of an all-encompassing leader who can successfully lead the most complex of organizations. Such assumptions, however, do not consider that the modern military does not work in this manner and leadership is much more complex. Since 2003, the Army has fired 129 of its top leaders while who were commanding either a battalion or a brigade (Tan, 2015). The military is in fact limited and without external resources for leadership and without exception operates in an environment that grooms and grows its leaders from the bottom up. This limits the ability of all of the armed forces, including the United States Army, in allocating good leaders when at the top tier of the organization.

The Career Leadership Academy (CLA) undoubtedly provides practical, real-world knowledge that can be applied to an extensive range of circumstances. Implementing the lessons taught in the class can enable students to successfully build and strengthen relationships in the classroom, on the job, and with friends and family. Not one of the class’s concepts is more important than another, which pushes students to combine what they have learned to better themselves as individuals, leaders, and team members. Perhaps the most important fact is that CLA’s concepts can serve as a foundation for one’s leadership philosophy.

The Army defines leadership as, “influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization” (FM-6001-100). Over the past year and a half while attending NMMI I have had the opportunity to observe various types of leadership styles both effective and ineffective. Today I will be sharing my experiences and observations in regards to leadership while attending this institution of higher learning. The majority of my observations will come from two separate organization that I am currently a member of, they are the SROTC program and the Corps of Cadets. In order to prevent digression or biased thoughts I will be utilizing three of the six principles of the Mission Command philosophy along with a crucial concept of the Army Profession. These principles will include building cohesive teams through mutual trust, creating shared understanding, providing a clear commanders intent and Honor. In addition, I will also include my input and offer possible solutions, various leadership flaws that surround these two organizations. George Santana once said, “Those who cannot remember the past are condemned to repeat it”. No one is perfect, one of the reasons the ARMY is able to succeed in complex environments is because it constantly analyzes its strengths and weaknesses.