My Leadership Philosophy Of The United States Air Force

Independent of the Army and country you serve, leadership is always an important subject. There are many civilian books and military manuals talking about leadership. The United States Army divides the subject leadership in three levels. These levels are Direct Leadership, Organizational Leadership, and Strategic Leadership. In this paper, the focus will be only about the first two levels. According with you rank, you will work more in one of these levels. Because of that, most part of time there is not much interaction between higher-level leaders and lower level leaders. Despite the limited interaction between higher level leaders like Brigade commanders with the lower level leader like company commander it’s not affect a satisfactory mission accomplishment.

Integrity is more than being honest. Integrity is one of the values employers look for when selecting employees; a person with integrity carries their values with them in everything they do. To act in a manner that is morally and legally right is being a leader or person of integrity. This type of leader is consistent in doing what is right, legally and morally (Dees, 2014). One a person loses their integrity, it is almost impossible to get it back. Linnartz (2012) said integrity can be understood by how well we live and meaningfully connect our values into our daily life and work. Having integrity and having a leadership philosophy in line with good personal values will improve the relationship a leader has with colleagues. Having a leader that lacks integrity is a recipe for workplace chaos or conflict. According to Schachter (2013), a leader with integrity will walk the talk; their deeds match their words. The leader will be honest, moral, and

This paper on Leadership will compare the primary differences and characteristics between the tactical leader and the organizational leader. I will provide you with the basics for development, characteristics, and the fundamentals that help guide and influence each leader’s style and how they influence Soldiers to follow them. Leaders at all levels demonstrate their values, knowledge, skills, and abilities in many different means and methods in

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

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 army chaplain, I see leadership as a responsibility that must be upheld regardless of the situation. That means I should be able to demonstrate a good example of a true leader. My name is CH (CPT) Idowu, Oyedeji a C4 student at USACHCS, Fort Jackson, SC. I am writing this paper to share my view on what leadership philosophy should look like.

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

It is widely known that in the military you are assigned a great amount of responsibility at a young age and early point in your career. This amount of responsibility is far greater than a civilian would be assigned at the same age. When put in these leadership positions you rapidly acquire skills to care for, make decisions, and earn trust. On my first deployment, our Helicopter Assault Force consisted of two 47 crews decentralized from our higher command. Our senior ranking officer and Air Mission Commander was often just a Captain. Our Flight Lead was typically a W3 or W4 and was the primary decision maker when it came to mission analysis and courses of action development. It was our Captains job to ensure the risk levels were acceptable and sell our mission to higher command. With well-trained commissioned officers and extremely knowledgeable flight leads, we were able to operate with extreme efficiency from a decentralized location from higher command. Additionally the well-defined Commanders Intent and Key Tasks enabled us to meet both the ground force Commander’s goals and our higher command’s

Throughout my life and my military career I have experienced various leadership styles, from civilian employers to military Officers and Non-Commissioned officers alike. Each had their own approach to leadership, some I found to be effective and others I did not. I have attempted to create a leadership philosophy based on a fusion of the leaders I have encountered and my own personal experiences.

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.

Integrity is a core character of being a leader. Employees want to know that their leader is worthy of their trust. A leader with integrity will likely be highly respected and withstand the test of time. As described by Dees (2013), “integrity on a higher plane is the seamless integration of faith, family, and profession

Integrity: The first and most important trait of a leader. Integrity gives a leader validity to always do the right thing. I have a deeper meaning stemming from my family that makes it crucial that I keep integrity first if I desire others to emulate my actions.

1. The purpose of this memorandum is to provide a brief synopsis of the leadership philosophy of Second Lieutenant Joshua Dunn.

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

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.