Essay on Leadership by Explanation / Example

The Marine Corps. Demand alertness at all times. Building the Marine’s confidence and teaching them the attitudes of group loyalty and

As the Battalion Personnel Officer (S1) and Adjutant, I advise the Battalion commander on matters of concerning the personnel management. On behalf of our commander, I manage and supervise all matters concerning human resources support, manning, personnel services, personnel support and headquarters support. This is in support to the over-all operations of our Battalion. I ensure that personnel are properly trained and equipped with the necessary skill set essential for the military activities and operations. Thus, I see to it that the program for promotion, training for specialization, and basic and advance career courses of our officers and personnel are properly charted. One of my accomplishments as the Battalion S1 is the efficient facilitation

In his book, “The Mission, The Men, and Me” (Blaber, 2008), LTC Blaber describes his arrival at his first duty station in Korea, where his first commander told him about the 3 M 's. The 3 M’s are “The Mission, The Men, and Me,” (Blaber, 2008) which is what every Soldier’s Priorities should be, and the order in which they should go. If you take care of the Men, you take care of the Mission, in taking care of the mission, you take care of yourself career wise. I have always firmly believed in taking care of Soldiers, and that taking care of them only improves my chances for mission success.

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

“A leader is one who knows the way, goes the way, and shows the way.” John C. Maxwell

Note: The ‘lines/box’ below a question is for guidance purposes only. Marks are not deducted for writing more. It is perfectly acceptable for all answers to be continued on additional forms provided they are attached to the assignment when making a submission. The availability of the form electronically allows learners to expand the ‘lines/box’ as required.

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

We live in a selfish era, an era where most people consider themselves before anyone else. But to any Marine, SgtMaj Kasal’s mindset is what is engrained into their head. To give everything you can to the men and women you serve with, to make choices that are best for everyone and not just one person are simply givens. This book and stories similar to SgtMaj Kasal’s are what make me proud to be a Marine. They are what open your eyes and help you see why you have learned everything you have throughout Recruit Training.

The Sergeant Major of the Army (SMA) is a rank (E-9S) that is held by only one enlisted soldier at a time and is the most senior enlisted member in the Army. The SMA is given the highest level of respect and honor of all enlisted soldiers. The primary job of the SMA is to address issues of the enlisted soldiers at the Army’s highest levels. This individual is the senior enlisted advisor to the Army Chief of Staff and is selected based on his/her leadership, experience, and ability to communicate within the Army chain of command. Their job is to serve as the Army’s eyes and ears and to keep the Chief of Staff informed on any subject that clearly affects Soldiers and their

In the U.S. Military services, rank determines who gets to tell whom what to do. The higher one 's rank the more authority (and responsibility) they have. U.S. Military personnel fall into one of three categories: (1) enlisted members, (2) warrant officers, and (3) commissioned officers. Warrant officers outrank all enlisted members, and commissioned officers outrank all warrant officers and enlisted members.

These are the words that have ended all of my counseling sheets with since I began writing them as a Corporal and will continue to do as long as I counsel Marines.

The second paragraph of the Creed of the Noncommissioned Officer gives a basic outline as to how we should conduct ourselves as leaders towards our subordinates. The second paragraph also ensures that we know as leaders that we are to be proficient in all aspects of our job, both as a soldier and in our military occupational specialty. “Competence is my watchword.” This sentence is telling the leader that he is to be trained and proficient in his job. If he is not then how is he able to pass on the knowledge, thus creating question why that person is in that position to begin with. “My two basic responsibilities will always be uppermost in my mind—accomplishment of my mission and the welfare of my soldiers.” Both in the warrior ethos and the Creed of the Noncommissioned Officer you see reference in accomplishing the mission. From private all the way to when you pin on stripes accomplishment of the mission is key to success in our military. Whether it is overseas or here at home mission is not solely defined as a tactical operation. It could be training soldiers deploying to an austere environment, accomplishing things around the military installation in which you

Leadership Evaluation and Philosophy: An Appraisal of Angela Merkel’s Leadership during the Euro Crisis and My Leadership Philosophy

In “Leadership Without Easy Answers,” Ronald Heifetz gives his take on what it means to be a leader in various types of leadership situations, how to use or not use our authority, and most importantly, the difference between leadership and authority. Throughout a wide variety of examples and narratives, Heifetz shows how these two are different, yet also how that can be used in harmony in a variety of work environments.

Ronald A. Heifetz is well versed in leadership issues. Once a psychiatrist, he is now the director of the Leadership Education Project at the John F. Kennedy School of Government, Harvard University. He founded the Center for Public Leadership where he is the “King Hussein bin Talal Senior Lecturer” (“Harvard Kennedy School”, n.d.). Much of the leadership experience poured into Leadership Without Easy Answers is primarily derived from Heifetz’ work in Washington, D.C. observing the political leadership structures of the entire nation. This gives him a unique perspective of leadership insight into higher-ranking structures of the leader-follower relationship and the extent of the effects of leader’s actions and decisions. Heifetz uses this