Mr Nolan Character Traits

A good leader in the United States Army is made-up of several different essential characteristics. As soon to become leaders in our profession, is our individual responsibility to know, understand and apply these characteristics in the way we conduct ourselves every day. Because we are the role models for soldiers to follow not only in our job but also in our personal life. Stewardship of the Army profession in one of these mayor characteristics of a good leader in our career. Being a steward of the profession, focuses in three mayor traits: character, competence and commitment.

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.

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.

Leadership goals should always contain methods of a continuous process of learning through education, training, and individual experiences that help ensure that the message will be communicated in a confident and competent manner when leading troops. Soldiers tend to follow leaders that demonstrate and live the Army values, while displaying their confidence in every decision that affects change. Leaders are not born as organizational or tactical leaders; but grown by their genetic determinism, which is inside and the characteristics they work toward; that mold is which type leader they will become. Not just anyone can lead; you must have the desire to lead, be willing to make the commitment to being a leader, and prepare yourself properly, then you have the desire to become a leader. (Fulton, 1995).

At the end of the day, a true leader “in the army will do these three things live by the army core values, know the warrior ethos, and lead by example”-MSI textbook. Leaders both in and out of the army are held to a higher standard holding themselves in a professional manner at all times. The success of the group is attributed to the leadership styles and core values instilled in the solider to do his job effectively. General Eisenhower once

One important expression for army leadership is BE-KNOW-DO. Army leadership begins with what the leader must BE, the values and attributes that shape character. A leader can think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the leader. Values and attributes are the same for all leaders, regardless of position, although refined through experience and assumption of positions of greater responsibility. For example, a sergeant major with combat experience may have a deeper understanding of selfless service and personal courage than a new soldier.

General Tommy Franks defines well practiced leadership and superior intelligence for combat decision making. His personal values and character define how all Army leaders should lead their men. General Franks practices the Army Values religiously and sets an example for courage and commitment. His successful accomplishments will be addressed in this essay, including how the Warrior Ethos and Army values were displayed by his decisions.

1. Influential Soldiers that embody The Soldier’s Creed, Warrior Ethos, and their experiences are more apt to achieving organizational and operational excellence. Soldiers, leaders, and teams must seek individual and organizational improvement throughout their daily lives. Based on my experiences, I believe the elements listed below create and sustain a solid foundation that Soldiers, leaders, and teams should strive to incorporate.

Conscientious effort is required to develop and prepare Soldiers and Army Civilians to make right decisions and to take attendant actions (The White Paper, 2016). Leaders are in control of refining the quality of character instilled in Soldiers and DA civilians. How does the military as a whole directly guarantee proper character development to the force, you might ask? Or what should effective leaders do to indoctrinate Army values and characteristics within their ranks? They do so by teaching the Army values to every new recruits from day one of basic training as soon as they step off the bus. Collectively with the multitude of attributes given from our leaders through years of experience and ADRP 1/ADP 6-22; these values have established the groundwork for Soldiers to use as basis of what it is to be a person good character. After members absorb these values, their leaders certify devotion. Abiding to these ethics of the Army values embodies cohesion; it challenges the belief and self-confidence crucial to cooperation and mission success.

As discussed by Military Times (2013), the constantly assess the following traits by continually knowing myself and seeking self-improvement every chance I get, along with being technically proficient in my duties while seeking responsibility and taking responsibility for my actions. I diligently work to make sound and timely decisions while setting the example for others to emulate. I closely monitor my personnel and look out for their well-being, while keeping them informed at all times. I always develop a sense a responsibility in my followers, ensuring each task is understood, supervised, and accomplished. I regularly find new and improved ways to build teams while employing them in accordance with their capabilities.

meet the mission is only the beginning. Compassion and dedication is a part of the

Character is defined as a person’s moral and ethical qualities, basically who you are as a person. Your character impacts every decision you make or don’t make. It will drive the train on every aspect of your personal and military career. The Army emphasizes that it wants leaders of character based on regulation and the Army Values. The key to the Army’s leadership model is that it will fit into almost every Soldiers own set of values. As an organization the Army’s core values must resonate with every Soldier in order to operate. When you integrate values it is no longer someone else’s view but rather a unified set of core values that everyone believes in. When you are a leader of character with unified values you start to build trust with your Soldiers. Through your actions, and your words credibility starts to form. Once credible, your Soldiers

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

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

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,