My Leadership As An Aviation Department Head Essay

The intention of this paper is to introduce my leadership philosophy. I will start off defining leadership as well as explaining my leadership philosophy. I will then share a summary of an interview with a Squadron Commander about a difficult situation that he needed to use his philosophy to work through and analyze how my philosophy applies to the same situation followed by a brief summary.

Over the course of the past four weeks, The Chief Petty Officer Academy has challenged my thought processes, pushed my physical abilities, and helped me become a more professional, even tempered chief and leader. My experience at Training Center Petaluma has encouraged and nurtured new leadership qualities that I will implement within The United States Coast Guard Band to help improve the climate of the organization. Of the seemingly countless elements that I will employ in my effort to be a better Chief upon return, there are three that are most memorable. First, the over-arching leadership curriculum has aided me in the development of a concise leadership philosophy. Second, courses in facilitative leadership have significantly improved my

Leadership is not a simple, static concept. It does not form overnight. Instead, it develops alongside experiences which form a person’s character. It is as dynamic as the events that shape our lives. My life experiences equip me with the knowledge to form my own leadership philosophy. As a Noncommissioned Officer, I ensure my subordinates understand my philosophy. I ensure they understand what I expect of them. The basis of my leadership philosophy is promoting self-development, serving others, being proactive, and being an example of effective leadership.

The creed of the noncommissioned officer is a baseline for all noncommissioned officers Corporal all the way up to Sergeant Major, on how to conduct oneself in the leading of soldiers. It does not outline every single situation you may come into throughout your military career but if you live this creed then you should be set for success. In this paper we are going to take an in depth look into the creed and how you can apply every aspect of it to leadership.

This concise paper addresses a lifetime of learning on part of the author and the gracious graduated squadron commander interviewee who leant his time and wisdom. In the next few paragraphs the three key elements that will be addressed include: the author’s leadership philosophy, elicited in the hot seat from the Group Commander, a summary of the author’s commander interview, and an analysis of the interview through the lens of the author’s own philosophy.

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

The story of Captain D. Michael Abrashoff and his command of USS Benfold has now become legendary inside and outside the Navy. Captain Abrashoff offers this tale of top-down change for anyone trying to navigate today’s uncertain seas. When Captain Abrashoff took over as the commander of USS Benfold, which is a ship that is completely armed with every cutting-edge system available, but unfortunately, the ship was like a business that has all the latest technology but it lacked in productivity and teamwork. Knowing that that the responsibility for improving performance rested with him as the new USS Benfold’s Captain, Abrashoff realized that he had to improve his own leadership skills before he could improve the crew aboard the ship. Within months, Abrashoff created a crew of confident and inspired problem solvers eager to take initiative and responsibility for their actions. The slogan on board became “It’s your ship,” and the USS Benfold was soon recognized far and wide as a model of naval efficiency. (Abrashoff, 2002) From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff’s extraordinary campaign sent shock waves throughout the entire U.S. Navy fleet. By reading this book, it can really help you change the course of your leadership skills, no matter where your battles are fought. As a society, we continue to invest in the latest

One thing I did not expect as a young man is that during my journey in the Coast Guard, whether 4 years or 30, that I would have the privilege to meet some great leaders. As though a higher power was at work, I usually had the proper leadership for the stage I was at in my career. BM2 Welch was rough around the edges and a stickler for detail. I was still new to the Coast Guard and needed a firm hand BM2 provided. He gave me direction. I learned from BM2 that working hard at every task thrown at someone is essential to be a good shipmate. As a brand new petty officer, BMC Jeff Reed showed me how to hold other people accountable. He never reprimanded me in public, and after every strict talking, he gave me a pathway to resolve the situation

Along with the weighty responsibility of command must come the acknowledgment by the commander that this responsibility is his and his alone. This aspect of assuming command requires the greatest mental shift. A commander’s decisions are not subject to debate or committee, and therefore

As Chief of Naval Operations Adm. Jonathan W. Greenert once stated, one of the U. S. Navy’s guiding principles is “People are the Navy’s foundation”. The United States Navy has long since recognized that command at sea is an honor and a unique privilege, one that demands confidence, self-reliance, sound judgment, and complete dedication to the wellbeing of shipmates. At every level of Naval operations, leadership, integrity and character have always been vitally important dimensions of who we are and what we do.

I am Joseph Maruska, I am currently a Major in the United States Air Force. This essay will introduce you to my personal command philosophy. It will also summarize and analyze a brief interview recently conducted with a current squadron commander using my own leadership philosophy as a guide. Throughout this essay I will draw upon my own personal experiences and thoughts, lessons discussed throughout the Leadership and Command Course, as well the discussion with a current squadron commander. Leadership and command styles come in many different forms and there is not necessarily a correct or incorrect way to lead depending on your organization or current turn of events. This essay is simply my thoughts after being in the Air Force for the last eleven years.

L201 sets the scene for the L200 block of instruction. Throughout L200, you will integrate your organizational-level leadership perspective from a commander’s point of view. The Army confidently declares “commanders are responsible for all their unit does or fails to do.” What does this really mean and what are the implications? You will examine three areas of command in this lesson: 1) develop an understanding of the mental shift required of a leader that is assuming command of an organization; 2) review the commander’s assessment methodology and if that methodology changes when a leader becomes a commander; and 3) examine how the philosophy of mission command supports the central role of the commander and assists them in taking command.

Leadership can be defined in many different facets. To me the definition of leadership is, “Displaying the ability to inspire and empower others through the example of one’s own self actions”. Too many times we hear, “Do what I say”, instead of, “Do what I do.” A successful leader’s actions speak louder than words ever will. My first day in the Coast Guard following boot camp graduation, I experienced firsthand on how a leader should not act nor conduct themselves. Though alcohol was the main contributing factor on what occurred that evening, looking back, it was more of the lack of maintaining our core values that ultimately resulted in that Chief losing the title as Chief of the boat and being forced to retire.. That moment

As I reflect on what I have learned over the last six weeks, I now have a newfound understanding of the principles of mission command. As the senior enlisted advisor to the commander, it is my duty and responsibility to ensure that we build a cohesive team through mutual trust, shared understanding, of the operational environment, and exercising disciplined initiative with members in the organization. Although all the principles within mission command are important, three that are key to me are, building cohesive teams through mutual trust, creating shared understanding, and exercising disciplined initiative.

Beginning in boot camp and continuing throughout my career, I’ve seen the Coast Guard promote the leadership model to be: “You” influencing “Others” to achieve a “Goal”. With all the different ways leadership can be defined, this simplistic model which has been permanently engrained in my thinking definition still rings true for me. As such, when defining my own personal definition of leadership, I align it to this same model. More specifically, while I support the fact that leadership involves influencing others to achieve a common end I propose that is not the whole story. Leaders must not be stagnant in their vision and must lend themselves to the possibility they may have to adjust their leadership styles depending on the goal. The best leaders are the ones that understand their own personality traits as well as those traits of the people they are trying to lead.