Leadership In Crimson Tide

It is harder to actually step down and listen to what another Marine may have to offer, especially as a “Leader”. Plenty of times you will have to step up and say, “No, this is not up to interpretation”.

Mission orders may be understood by the leader’s subordinates, however poor training and development amongst other practices may hinder the execution of the commander’s intent. Everything starts with training. Rehearsals are key in knowing what to do and how to react when the time comes. The team may know what to do through the orders, however they will not know how to perform tasks if

It is clear that an effective officer will motivate his crew by; showing full out support and positive reinforcement when the subject(s) are acting well, correcting the subject(s) when there has been a wrongdoing, and providing negative reinforcement when there is evidence of repeated misbehaviors.

It is widely known that in the military you are assigned a great amount of responsibility at a young age and early point in your career. This amount of responsibility is far greater than a civilian would be assigned at the same age. When put in these leadership positions you rapidly acquire skills to care for, make decisions, and earn trust. On my first deployment, our Helicopter Assault Force consisted of two 47 crews decentralized from our higher command. Our senior ranking officer and Air Mission Commander was often just a Captain. Our Flight Lead was typically a W3 or W4 and was the primary decision maker when it came to mission analysis and courses of action development. It was our Captains job to ensure the risk levels were acceptable and sell our mission to higher command. With well-trained commissioned officers and extremely knowledgeable flight leads, we were able to operate with extreme efficiency from a decentralized location from higher command. Additionally the well-defined Commanders Intent and Key Tasks enabled us to meet both the ground force Commander’s goals and our higher command’s

He notes that the crew seemed relieved by the departing Commander and realized that he must come up with a new leadership model to reach his crew. As he noted in the introduction that high percentage of turnover among crew bothered him and he notes some trends in society that contribute to this problem. The long economic boom had made most people unafraid of losing their jobs, or finding new ones. Thus he believed it manager’s challenge to retain them by motivating them to “work with passion, energy, and enthusiasm.” (p.12) By reading over the exit surveys he assumed as many that low pay was a main reason for people leaving, but was shocked when it was in fact 5th. The top four are strikingly similar to the slide we studied in class on “What Associates Want from Their Job” in wanting appreciation, ability to make impact, not being listened to, and more responsibility. This helped him understand his crew better and try to “see the ship through the eyes of the crew.” (p.13) He encouraged his crew to challenge the way in which they carried out their jobs by asking, “Is there a better way to do what you do?” If so, then he wanted them to take the responsibility one their own to implement the change, unless it involved major implications.

5. Some subgroups will have accepted the informal standards about crew behavior while others will not. The crewmen who have been with the company for a longer period of time may have grown accustomed to the current standards. The new crewmen on the other hand may disagree with the standards and try to implement new ones. Since Kilkenny management considered the leader and assistant leader to be excellent foresters and teachers, I believe they will implement new strategies which will better benefit the crew as a whole.

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

Commanders set overall policies and standards, but all leaders must provide the guidance, resources, assistance and supervision necessary for soldiers to perform their duties. Mission accomplishment demands that officers and NCOs work together to advise, assist and learn from each other. There are two categories a Noncommissioned Officer’s responsibilities fall under: command and individual responsibilities. Command responsibility refers to collective or organizational accountability and includes how well the unit performs their missions. For example, a company commander is responsible for all the tasks and missions assigned to the company; his superiors hold him accountable for completing them. Commanders give military leaders the responsibility for what their sections, units, or organizations do or fail to do. NCOs are therefore responsible to fulfill not only their individual duties, but also to ensure that their team and unit are successful. The amount of responsibility delegated to you depends on your mission, the position you hold and your own willingness to accept responsibility. Individual responsibility means you are accountable for your personal conduct. Soldiers in the Army have their own responsibilities. Individual responsibility cannot be delegated; it belongs to the soldier that wrote the check. Soldiers are accountable for their actions, to their fellow soldiers, to their leaders, to their unit

The commander’s role in setting conditions for the demonstration of morale courage is vital to the command climate of the organization. The demonstration of morale courage by the commander himself is of extreme importance, because it requires sound judgement in decision-making and it affects everyone under his/her command. Therefore; an environment must exist that allows Soldiers the ability to demonstrate moral courage without reprisal or the appearance of unit dissention. 3.

Non Commissioned Officers (NCOs) are the first flight of stairs on the leadership ladder and regarded as the spinal column of an Army. In unit environment, “they put together the skills of individual soldiers and connect the operational plan to individual action of each soldier” (AHQ Project Study 66 Infantry Division, 2012). But, the expected role of NCOs under multi-dimensional employment and future trend of war fighting will demand independent decision making strength which will ultimately necessitate wide horizon of thinking, logical and effective reasoning and foresightedness. Conceptualization of this cognitive thinking approach for the NCOs’ would propagate BD Army to achieve par excellence.

Leadership is defined as the ability to accomplish a set goal(s) due to the act of inspiring and motivating a group of your peers. Former United States president Dwight D. Eisenhower made famous a quote that stated, “Leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.” (Notable-quotes.com). One of the most important aspects of the work area is leadership. Without leadership, there will be no guidance to for teamwork and the percentage of successful goal will be slim to none. Becoming a great leader is no easy feat however. An exceptional leader must lock in on specific attributes such as intellect, moral character, and human

I define leadership as the ability to provide strength and coverage to support a Sailor, regardless of rank. The ability to instill Core Values, provide training and the tools a Sailor will need to excel in both their professional and personal life. A true leader will support a Sailor, any Sailor, during the high times of a career, but to be a solid force if there are any lows.

Leadership is defined in Webster’s Dictionary as the “action of leading a group of people or an organization.” Leadership is also the ability to set trends, inspire, motivate, and sway others to produce desired results. There are different styles and ways of performing leadership and a good leader has the ability to take ordinary people, put them all together, and hopefully yield successful results. For organizations to have sustained results from their performance there must be a good balance of business insight, technical and interpersonal skills, and good team dynamics. A leader must know how to use all these areas as well as trust and communicate with their people in

When Hunter refused to “concur” the orders and stated his opinion, he sited Navy procedure, telling Captain Ramsey that based on operating procedures when releasing nuclear weapons they cannot launch missiles unless both agree. Ramsey then states, “As commanding officer of the U.S.S Alabama I order you to place the XO under arrest under the charge of mutiny” (Wikiquote, 2013). Hunter then yelling louder than Ramsey states, “Backed by the rules of precedents authority and command, regulation 08150H6 of Navy regulations, I relieve you of command, Captain” (Wikiquote, 2013). This Texan standoff had all the officers in an uncomfortable situation, do they on the Captain’s side and remain loyal, or do they ally themselves with Lieutenant Commander Hunter. Chief of the boat Cobb was put in a precarious position, which left him no other choice than side with Hunter, but, not for the reasons you might think, we will discuss that further later.

Leadership, accountability, efficiency, morale, and a sense of order all depend upon your chain of command. Why it is important to follow proper instruction procedures in the military is for many reasons. As military personnel, it is our responsibility to not only follow instruction/orders, but to execute the command. Not following orders can result into consequences not only for the personnel whom committed not following instructions, but also it can put others at risk too. Like your NCO in charge of you, to your Team Leader, to your Platoon Sergeant, to your 1st Sergeant, to your Company Commander, to your Brigade Commander, and so on. Not only can your NCO in charge of you, your Team Leader, your Platoon Sergeant, your 1st Sergeant, your Company Commander, and your Brigade Commander could all get into trouble for your actions of not following direct instructions/orders. But some may lose rank in the process including the personnel whom didn’t follow the specific instructions/orders giving by a personnel higher rank than those individual personnel. Also when you are down range deployed to Iraq, Afghanistan, North Korea, and other combat places we have our units fighting the war at, not only can a personnel lose rank but in fact not following directions/orders you could get a personnel fighting alongside of you in the war killed in combat but you as well. Try to explain to a spouse, or a