In today’s day and age the United States of America has the most powerful military in the world this is because of the hard work our servicemen provide to the military. To have an effective military excellent leaders are needed, leaders who are able to lead and follow in the same manner. The U.S. Army is the largest and most important service branch in the United States military containing a total of 98,126 active officers in its force. The U.S. Army breeds officers who distinguish themselves by having traits such as drive, great physical fitness, long term and short term goals, even the ability to lead and be led by others, and learn from others and their mistakes. A good and effective Army officer needs to have ambition and intent, enough
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).
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
Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.
The purpose of this paper is to identify how CPL Pat Tillman’s attributes and competencies impacted the U.S. Army and my leadership philosophy. The U.S. Army defines attributes of a leader as having impeccable character, presence, and intellect; with competencies described as leads, develops, and achieves (Headquarters Department of the Army [HQDA], 2015). The U.S. Army leadership requirements model defines the expectations and standards asked of leaders in the Army. CPL Tillman instilled in himself all these attributes and competencies, which I strive to emulate daily in my leadership style. CPL Tillman’s attributes and competencies positively impacted the Army and the community, which ultimately contributed to my personal
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.
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
From day of training zero, the significance associated with our self-assessments was very clear to me. It provided an opportunity to put definitions behind behaviors. Allowing me to see myself from different perspectives, all of my attributes, both good and bad. I also found many lesson concepts relatable to assist me moving forward with my Air Force career. Over the next few pages, I will go into further detain regarding my five focus areas within our personal leadership development plan entries. I will link these entries to aid in the creation of my 5-year plan, while considering how I wish to be perceived by my leaders, peers, and subordinates.
It has had time to fail on several occasions but most importantly, perfect its craft and come up with creative ways to make it better than it was. The Army has shaped millions of Professionals starting with World War I through now Operation Freedom’s Sentinel. With the pressure of these wars, Professional men and women composed of military, civilians and contractors have seen first-hand what creates a better workplace environment and what works against it. In order to support the culture of being theoretical and practical when it comes to continuously creating Professional leaders in the Army, they have to steadily self-assess and conduct testing operations to decide whether the results are worth meeting the standards of Profession and
Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others
The purpose of this paper is to identify Colonel (COL) Jeffrey D. Peterson, Armor Branch, Retired, as a legacy leader who had an impact on me through all attributes and competencies covered in ADRP 6-22 (Army Leadership). His selfless service and his discipline are key components of his character that I strive to emulate. His long hours doing the same things that his Soldiers were doing, whether conducting PT in the morning or taking the pulse of Baghdad and Ad Diwaniyah during his tactical command post patrols, established his presence and professionalism beyond reproach. His steady career as a senior professor at West Point after his squadron redeployed in 2007 speaks to his intellect and his academic commitment. His example helps to
Three qualities important in life, but even more so in being a successful USMA cadet and Army officer are honor, responsibility, and determination. These traits will allow a person to be a powerful leader, follower, and soldier in general.
Leadership can be viewed in many different ways and possess many different qualities. There are courageous leaders, respectful leaders, terrible leaders, and seemingly insignificant leaders but leaders nonetheless. But what is it that differentiates between a strong leader and a weak leader, or a powerful leader and an insignificant one? Is it the qualities in the leader or the decisions they make in key situations that define good leadership qualities? Some would define a good leader by their ability to do the right thing even if it is not the easiest choice. Others might define a good leader as one that possesses great integrity and leads by example. The military possesses many great leaders through a process of development and molding individuals to meet expected leadership qualities like honor, courage, commitment and integrity to accomplish any mission or goal. However, this process doesn’t always create the desired effect. So, let’s examine some good and bad examples of leadership qualities and break down what and how we can emulate them.
By reflecting on leadership techniques and methods exhibited throughout history, a more "situational" soldier can emerge, ideally being able to: analyze a given situation, potentially compare it to any knowledge of prior situations that might be parallel in nature, and respond to it appropriately and concisely with a vast arsenal of leadership experience. In this way, qualities of character and competence become reinforced over a large spectrum of individuals within the military. The many leadership traits that George Washington has since been renowned and celebrated for are becoming standardly indoctrinated in our current generation of servicemen and women (ADRP 6-22, 2012; Harvey,
R. Bolden et al (2003) discussed that the trait approach stemmed from the great man approach and that trait approach was common within the military and is still used as a set criteria today to commission candidates. It’s clear from the case study that Peter Ridge has quite a military style of leadership of command and control style. Bass (1981) stated that leadership is still classified as a critical factor in military success and has been continually recorded. Trait theories are qualities that are within a human being which constitutes a leader. Stogdill (1974) spoke about there being a list of leadership traits and related skills, he sees leaders as adaptable to situations, ambitious and achievement orientated, assertive, energetic,