Leadership Philosophy From The Group Commander Essay

supporting them in their work as well as providing oversight. All directives given from me will be clear,

A leadership philosophy is unique and individual to every leader. The philosophy is developed through experience and personal development and will change as an officer grows. Deployments and combat operations provide unique opportunities to shape a leader’s development and philosophy. The ops tempo, frequent turnover, and separation from certain distractions provide a unique incubator to help a leader develop and test their philosophy to steer them through the deployment. While their philosophy will ultimately serve to inspire a leader’s actions, it also helps the follower understand how decisions are being made, what the leader expects of the team, and how to make a better team. During my own command under arms, I have developed a leadership philosophy of growing Airmen by encouraging transparency and fostering relationships.

During arduous combat operations coinciding with a high OPTEMPO unit cohesion may flux toward a detriment of mission success. This report will focus on the 56TH Armored Brigade Combat Team (ABCT) in order to address the critical leadership problem. In addition, focus will center on relevant facts and assumptions that led to the critical leadership problem and rectify the issues. Furthermore, a new ABCT vision will be published in order to restructure the organizational culture toward a unified purpose and an increase in esprit de corps. (Verify with lesson for correct purpose)

The creed of the noncommissioned officer is a baseline for all noncommissioned officers Corporal all the way up to Sergeant Major, on how to conduct oneself in the leading of soldiers. It does not outline every single situation you may come into throughout your military career but if you live this creed then you should be set for success. In this paper we are going to take an in depth look into the creed and how you can apply every aspect of it to leadership.

For the next 10-15 years, leadership development is critical within the military. Training to develop agile leaders will yield a competitive advantage within both private and public organizations. Importantly, leadership training should mirror as if one would fight in the new Era International Security Environment. Such tenacity will confront limited engagements in the next 10 years, plus a great deal of offensive operations in the 15 years. Therefore, trained leaders are flexible to their changing missions, roles, and responsibilities, thus are more adaptive to compelling new conflicts.

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

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

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).

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

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

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.

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.

It is important for a leader to understand that completing essential tasks to meet mission goals, personal development, and providing future leaders the tools to procure success are all equally important and should be balanced. Times may call for one responsibility to be a higher priority that the other, so it is imperative that leaders are able to differentiate what skills apply to certain situations. “Strategic leaders, for example, must control personnel development, evaluation and certification, and assignment and utilization processes in ways that motivate aspiring professionals as they progress through a career of service,” (TRADOC, 2010). The cycle of learning, training, and accomplishing goals creates a culture of duty-oriented Soldiers with dedicated character and leadership

According to Webster’s Dictionary, leadership is the power or ability to lead other people, the act or instance of leading. I believe that Leadership is an art, the art to get others to follow and accomplish a common goal or task in a harmonic manner. A leader can be shown in all kinds of shapes and forms. To be a great leader many people believe it consists of modeling the way, inspiring a shared vision, enabling others to act, and encouraging the heart. Over the course of me learning how to become a better leader and being in leadership roles, I’ve learned that all these are very necessary to be a great leader.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.