Msgt Abbott's Leadership Analysis

In 2004, SSG Behl and I were stationed in 101 MI Battalion together during our first tour in Iraq. Despite her MOS being 96H (CGS Operator), she was acting S2 NCOIC at FOB Warhorse as a SGT. Additionally, she was selected to be the platoon sergeant when her supervisor was terminated due to nefarious activities. Even with her different MOS’, SSG Behl demonstrated that she could not only shoulder the responsibility of multiple positions but also ensure the mission never failed. Her flawless agility to

I really enjoyed our reading this week. I following are my thoughts on “The Ontario Leadership Framework (OLF) 2012”:

1. I offer my highest endorsement on behalf of MSG Shanterry Scott who maybe receiving a General Officer Memorandum of Reprimand (GOMOR) to be place in either her Official Military Personnel File (OMPF) or her local unit file; if so, I request the latter. MSG Scott is truly an exceptional non-commissioned officer who displays all the requisite characteristics of a great leader. I recently retired from USACAPOC as the Strategic Initiatives Director and Joint-Level Planner with over 30 years of operational experience in the United States Army in the areas Crisis and High Profile Engagement, Interagency Programs, and International Outreach and can say based on this experience, without reservation that she is still needed in the Army.

While serving as Officer in Charge of the Marine Security Guard Training Center, I had the opportunity to observe Corporal Garcia on a daily basis. Corporal Garcia was extremely proficient in her billet as an Administrative Specialist and was able to quickly adapt to a continually evolving training cycle to assist with a demanding work environment. She served as the administrative chief for rotating sequence of 200 Marines every quarter. As the administrative manager, she handles the personnel rosters, pay allowances, promotion entries, and mail administration for each of those Marines. This does not include the constant support she provided to the permanent staff by submitting training documentation and by acting as the liaison for administrative

It was all over the news when the terrorist attacks happened in Paris. It was devastating to the families and people who live them found it difficult to cope. Many families migrated to the US to settle down with their remaining families that survive the tragedy. It was devastating all around the world and issues still remains unresolved till this day. After the tragedy, the US governors in each state were prepared and some were not prepared to accept refugees to reside in the state in which they are governing. A Republican Gov. Mike Pence, who is the governor of Indiana clearly and loudly declared the refusal of the Syrian refugees and suspended the resettlement of the families in Indiana. Gov. Mike

Music is the ideal visualization of applicable influence. I love to think about how every measure of a musical piece is meticulously crafted to compel the audience to think according to the mood the composer intends to set. This mood maneuvers throughout the piece with the changing elements in each successive measure. The concept of influence rests at the core of my reasoning. Because of my dad's extensive use of military logic in my home education, I was endowed with advanced critical thinking techniques and leadership principles that enhanced my ability to influence people.

As stated above, Stuyvesant is commonly viewed as a failed leader. His opponents viewed him as an autocratic leader hellbent on gaining complete loyalty of his subjects. His attempts to make his expectations a reality turned out to be his and the colony’s downfall. Stuyvesant arrived at the colony and immediately began making the wrong decisions. Instead of dealing with the contempt the colonists held for Kieft, Stuyvesant defended him and even had the audacity to give him another position of power before he was sent back to The Netherlands. On top of this Stuyvesant fired two of Kieft ’s most ardent opponents and then forced them back to The Netherlands along with Kieft. These early actions showed the colonists that Stuyvesant was not going to be a friend to them. He represented everything the colonists did not like about their

Vince Lombardi once said “that leaders are not born, they are created.” This quote explains that if anyone wants to be a leader, they need to take charge and understand what the needs of everyone around them have. Leaders do not quit; they strive enough to survive the good, the bad, and the evil. In the story The Lord of The Flies, Jack was the only one to gain total control over the boys which put him as the chief over anyone on the island. Jack is the most courageous, inspirational, and spontaneous leader on that island, regardless of who was originally chosen to lead the boys.

As a successful Fortune Fifty company, Lowe’s depends on great leaders to help the organization achieve its financial and organizational goals, motivate its extensive workforce, and build a culture where employees share and cultivate the purpose of the organization. While many great leaders, including Wheatley, Cashman, Peters, and others have written on the subject of leadership, the success of Lowe’s Companies has demonstrated that since 1946, it has been the home of many great leaders. By interviewing recognized leaders in key positions at Lowe’s, I hope to learn several valuable aspects of effective leadership, which I plan to incorporate in my personal leadership style.

How do I show leadership in my life? How do I see myself as being a leader at UT Austin? In my life, I showed some leadership traits whether at school or home, that’ll affect my leadership abilities at UT Austin. When I was a sophomore, we did group quizzes in Algebra 2, and I would always be the one to step up and tell my group to split up and answer different parts of the quizzes, so after we finished the parts, we come together and review what we got. Since we split the questions, we would end up having a good amount of extra time to answer any questions the group had, and I would always be the one to check everybody’s quiz so no one would end up getting a different grade. At home when a problem occurred like something isn’t working or somebody

When analyzing the baseline leadership survey for the first cohort, we specifically looked at baseline frequency distributions of the “I feel like a Leader" scenarios, most Littles reported feeling more like a leader at home and with friends. On a scale of one to five, one being "Not at all like me" and five being "A lot like me", many girls indicated that they were less likely to feel like a leader at school. As seen in table 8 below, 14 percent of Littles reported that they did not feel like a leader at school, compared to that of 11.6 percent who did. Conversely, 7 percent of Littles reported that they did not feel like a leader with friends, compared to the 16.3 percent that did. Lastly, when assessing Littles who felt like a leader at home, 11.6 percent reported that they felt less like a leader, compared to the 23.3 percent who did.

The second approach to address the leadership gap is through identifying the differences. Identifying the gaps will determine the shortfall of competencies and can provide insight information to improve how leaders perform in this competency. To fully recognize the leadership gap, healthcare leaders should determine the prevailing and future leadership requirements; compare those claims with the current leadership team; recognize current leaders who may be at risk of leaving; distinguish succession plans for those at risk of leaving or planning to leave; study the leadership development pipeline; and recognize the gaps in skills and the time required to fill those gaps (Oracle, 2012, p. 11). All of this identification of gap leadership assessments

There are also examples given of how this has worked. And some examples are given

I admire my old Karate instructor, Bart Edge, as a leader. Even though I do not attend Karate anymore, he has been a role model for me throughout most of my life. He has proven to me that it is possible to lead many students into becoming better people through their practice of personal traits. While learning at age 3 how to progress through ranks from White Belt to my present status of 2nd Degree Black Belt, I have learned that you cannot speed through life thinking that the way will be paved easy for you. It is a necessity to practice and critique yourself in order to improve your technique and character. This has been beneficial to me on my path to becoming a stronger leader and has proven successful for many of my peers in the Karate classes.

Fatimah is a 30-year-old woman who owns and manages her own fashion brand label and design company. She started her business 2005. In addition to managing her business, Fatimah is the mother of three adorable kids, ages 5, 7, and 9. In her fashion company, she heads a team of 26 employees ranging from tailors, salesperson, drivers, and secretaries. Fatimah supervises operations, coordinates her staff, and displays good leadership and communication skills. She also interacts regularly with clients and suppliers.