Military Leadership Essay

No matter if you stay in for one enlistment or two, the depth of the Marine Corps is unknown so knowledge will continuously flow and it is endless. All Marines get taught the basics of being a leader in entry level training, but only a few can react to help form their trait into an elite skill only for them. In order to become the elite you have to build a "Foundation of Values" (pg.31) so that respect in all aspects will become evident between the followers and their leader(s). While setting the example it does not matter what rank you are, you still show that the standards that you hold will reflect on who you are as a person and a Marine. Each Marine chooses how their standards and ways will become beneficial not only to the Marine Corps, but to themselves also. Why do ethics make conducting a moment of decision making so hard? At some point and time every Marine will come to a point in their career or life where the grey area will be the path they choose, but will not think that it is the right way. Moral and ethic dilemmas are common more and more each day. Every Marine is taught to be the toughest both physically, and mentally.

NonCommissioned Officers are the backbone of the Marine Corps.   Each leader is very different from the other.   Some Marines enjoy being a corporal only because of the increase in rank and pay.   A few become the tactless leaders junior Marines try to avoid.   Fortunately, many others strive to become the leader that other Marines wish to emulate.   They know what it means to be a good leader.   Those Marines have the traits of a leader and they get to know their Marines

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

Servant leadership is a transformational philosophy that is about authentically leading and developing one’s subordinates as well as oneself. It is about the military’s core value of service before self and placing the commands needs above your personal needs; it is about living above the level of mediocrity and striving to mentor others, which allows the organization to thrive; it is about integrity and doing what is

The U.S. Government 's Department of Defense (DoD) is a very large organization with many leaders at various levels. From a macro-level or overarching perspective the DoD is very hierarchal and bureaucratic. Then, from a micro-level perspective, there are leaders within the DoD who practice more lateral or flat approaches to leadership. Furthermore, the DoD has both a military side where leadership is hierarchal as well as transactional, as well as a civilian side which is much more transformational. These varying leadership approaches within the DoD 's macro-level, micro-level, military, and civilian structure are all very appropriate and effective leadership approaches for this large

Combat Leadership versus Garrison Leadership Leadership is the strength of our Army, led by the best Officers and Noncommissioned Officers (NCOs) today. There has been a great deal of trust, funding, and education invested in leaders to influence others in accomplishing the mission foreign and domestic. This paper will provide some similarities and differences in combat leadership environments versus garrison leadership environments. In addition, it will briefly expound on Leadership Development, Challenges, and some Leader Competencies that all leaders need, to excel at mentoring our Soldiers. How we shape and mold our junior leaders in the garrison environment will determine how successful an organization maybe in a combat environment.

Profession comes from the Latin term profiteri and means “a paid occupation, especially one that involves prolonged training and a formal qualification.” “The objective of HR support is to maximize operational effectiveness of the total force by anticipating, manning, and sustaining military operations across the full spectrum of conflict. HR support operations accomplishes this by building, generating, and sustaining the force providing combatant commanders the required forces for missions and supporting leaders and Soldiers at all levels.” (FM 1-0, April 2014) Soldiers do not understand that without the Human Resources, or Admin section, the Army would not be able to function. The topics that will be covered are the Army writing style, HR Support, and the role of the Adjutant.

What is the description of a leader? Honor, respect, dignity, self-confidence, kindness, etc.? Moreover, what is the portrait of a leader? Is it the man who is able to stand in front of a crowd of thousands? Or the man who sits in his office, addressing the public through a TV screen? Is it the man who struggles for the rights he was born with, that people refuse to hand to him? Or is it the man who goes to jail after fighting for liberty and justice? These are all fine examples of leaders. It does not matter what their claim is. They all eventually die with honor, gain respect, and had the self-confidence to go public and go the extremes in order to obtain righteousness. There is nothing wrong with a leader failing, but future leaders

Over the past decade, the Army has adapted to overcome the challenges of extended conflicts in Iraq and Afghanistan. These largely successful adaptations were vast and complex. Modularity, doctrine updates, combat system developments, and the increased autonomy of junior leaders are only a small slice of the Army's evolution. Combat leadership versus Garrison Leadership both can be stressful at times, but Combat Leadership is the most stressful in my opinion.

What is the definition of a leader? A leader is defined as one that leads or guides or one who is in charge or in command of others. I disagree. Leadership is not a rank. Leadership is not a position to be attained. Leadership is a responsibility, it's an honor. Authority does not define leadership, actions however do. You must fulfill the responsibility of being a leader to truly become one. Great leaders eat last.

The role of the Non-commissioned Officer (NCO) has changed drastically since entering the military. I joined the military in June of 2001 as a 21T, Technical Engineer Specialist, so I do not necessarily have a direct apple to apples comparison due to difference in branches and environment. However, I will say, that even though these are two completely different communities, it seems somewhat apparent throughout our military.

Individual thinkers can see through a poor leader and will not follow using conventional means. A good leader can find ways to motivate individuals in a way that they do accomplish the mission and feel good about it after. Meaning, they wanted to perform the task and do not feel like they are being “bossed around”. Ideally, if we follow Maslow’s hierarchy of needs and get our subordinates to attain self-actualization, they will perform out of self-awareness. By meeting their base needs, we can assist in them meeting this level. Of all the leadership styles out there, I believe Servant Leadership is the best one for me. It fits with the Army culture and our organization very well. The Army culture reinforces most of the spirit of this philosophy. Loyalty, Duty, Respect, Selfless service, honor, integrity and personal courage. I have attempted to instill in my subordinates a sense of self and of caring for others needs above their own. Leaders can and will appreciate what you are able to accomplish given a diverse workforce, high OPTEMPO rotations deployments, and all of the stress related to

The military recruits thousands of men and women a year and at the same time thousands separate and enter the civilian sector. Some of these former

The work described in this document has been undertaken by the Human Factors Integration Defence Technology Centre, part funded by the Human Capability Domain of the U.K. Ministry of Defence Scientific Research Programme. © BAE Systems 2009 The authors of this report have asserted their moral rights under the Copyright, Designs and Patents act, 1988, to be identified as the authors of this work.

“War is merely the continuation of policy by other means.” Thus, in the sense of Clausewitz, national military objectives have to derive from national policy. The 2015 NMS identifies three National Military Objectives with an integrated approach: “to deter, deny, and defeat state adversaries; to disrupt, degrade, and defeat Violent Extremist Organizations (VEOs); and to strengthen our global network of allies and partners.” The most important lessons for military leaders for achieving these three military objectives are: how to adhere and adjust the right cause in the realm of Just War Theory before going to war; prepare for the full spectrum of 21st warfare – from humanitarian assistance and disaster relief operation over counterinsurgency and hybrid warfare to high end war against a state-on-state adversary. This wicked problem, to prepare for every imaginable scenario with decreasing resources and overall strength, has to be solved by US armed forces, because the political leadership gave it this task. This paper will focus on the most likely future scenarios for US military missions in the near future and provide lessons and recommendations to be successful. Therefore, a short overview of the hierarchical structure of US security documents has to be addressed to understand the three military objectives in the context of political objectives. Afterward, three case studies will present the most important lessons for the most likely scenarios of the near future: First,