Military Leadership Training

We are an Ofqual regulated awarding organisation that specialises in management qualifications. Our QCF qualifications are designed in such a way that the course delivery

Within any large organization new employees are required to attend some form of orientation. Within the United State Navy, there are several types of orientation depending on ones rank and job. For instance, enlisted Sailors attend a seven week orientation better known as Boot Camp in Great Lakes, Illinois and officers attend ODS or OCS in Newport, Rhode Island. Even though, all three orientations or Boot Camps vary in length, they all have some form of introductory leadership training. However, because the United States Navy realizes this is not enough they have developed several follow on leadership courses to be taken through ones Naval career such as: Division Officer Leadership Course (DIVOLC) targeted for junior line officer, not staff officers; Department Head Leadership Course (DHLC) targeted for all officers, typically Lieutenant Commander (O-4) and above; Executive Officer Leadership Course (XOLC) for those going to designated XO billets; Commanding Officer Leadership Course (COLC) for those taking command for the first time; and Major Command Leadership Course (MCLC) designed for Captain’s (O-6) or above taking command of regions.

After all of the course information was consolidated and the different lists were compared it is imperative that the leadership certification course list

The resources required too implement the proposed courses and the manner in which the courses can be evaluated for success or failure.

As of the last meeting we have decided that we will separate the course to four different levels, those levels would depend on the onerousness that made us think if we can use our

Their tuition reimbursement is better-than-most and the provided access to online learning as well. There is a leadership development program that is offered to a select few. Those that are afforded this development opportunity are assigned a mentor, put through intense leadership courses and coached to develop their leadership skills. For the remaining stakeholders, there are occasional leadership and development classes offered.

A course description and syllabus must be submitted for prior approval of credit toward the Management and Human Factors requirement.

During the first quarter, Stephen Hand met with members of the executive team to outline the process of communicating with participant selections with identified employees. Each functional executive in turn met with participants from their areas to inform them of their selection into the program and provide them with a brief summary of expectations. Stephen Hand in turn met with each of the twenty-eight (28) participants to provide a detail summary of the program and to craft employee development schedule drafts for courses identified during year one of the program. These drafts were communicated and approved by members of the executive team and will serve as the curriculum timeline for each employee. Courses identified for the first year include, Situational Leadership II (SLX), The Voice of Leadership, Developing Executive Leadership, and Critical Thinking. Courses will be completed during a twelve month period.

Thus, the recommendation to the organization was to adopt this new course design to continue reaping the benefits of increased leadership competencies in their leadership staff. In addition, the organization was re-affirmed of the value of continuing their other leadership development courses. It was also recommended that they expand these by adding one particular topic, a time management course, as this was a specific need identified by the study group participants.

Three (3) sessions of the Foundations of Leadership course were delivered for hourly high-potentials in the Delmarva, North Carolina, and Delaware complexes during Q2. This training provided thirty-five (35) employees with an introduction to Arbinger, Situational Leadership II, Safety Leadership, and Communication Skills.

Moller and Maersk is a shipping and logistics company that faces a challenges with staff retention. This is attributed to the change in organizational culture from leadership development programs that focused on administrative purposes to strategic functions. In this text, we will develop a leadership training program based on ADDIE model.

Leadership development is a way of teaching others through social learning processes how to interact appropriately with others, create relationships, delegate and coordinate activities, create bonds with others in the organization while learning what organizational resources are available (Getha-Taylor, Fowles, Silvia, & Merritt, 2015). Entergy’s Fleet Development Leadership program is essential to the continued success of not only Entergy, but also to the fleet department. The plan will focus on improving current leader’s ability to lead others while training employees to become future servant leaders. It will focus on developing servant leader’s skills in a variety of areas such as compassion and sensitivity, composure adaptability, managing change, being self-aware and being able to develop and use strategic

This course will enable me to communicate more effectively with employees of all levels. It will also allow me to be able to spot problems before they blow up, while continually brining out the best in my subordinates. This course is six hours and the cost is $199.00.

Courses will be offered to those who desire it to help them gain knowledge of how to help transition of the change

· classroom & e-learning courses: These focus on job functions as well as leadership, management and compliance