Noncommissioned Officer Research Paper

Trust defines the ability to create a cohesive team in the first principle of mission command. Lack of trust between commanders, subordinates and peers develops a lack of confidence in everyone’s ability to accomplish

Outstandingly, American Non-commissioned officers have performed commendably in their discharge of their duties worldwide. Every soldier is entitled with NCO who ensures that all soldiers get good and professional training from experienced and qualified experts. NCO is also mandated to identify leaders from soldiers who can effectively perform in small-units. Hence it is very essential for the non commissioned officer to be empowered with knowledge and technique on how to carry out these duties effectively asserts that excellent leaders understand their soldiers' strength and weaknesses Basically, it is the role of non commissioned officer to employ knowledge and skills they have acquired through the many years of service in planning and decision making stages in the Army. In line with this, the US government is taking initiatives to empower the non-commissioned

Stewardship of the Army Profession is the last of the Five Essential Characteristics of the Army Profession, but in terms of importance, it is just as, if not more important than the other four. The United States Army’s ADRP-1, or Army Doctrinal Reference Publication 1, even defines stewardship as “the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”. Such importance is placed on this characteristic because Stewardship of the Army Profession is the one that ensures the other four are maintained. I sought out the definition of stewardship because despite having spent almost three and a half years and West Point, I was not entirely sure what the doctrine behind Stewardship was. In doing this, I felt like I was better prepared for both this paper and ensuring that the corrections I made were stewarding the profession. With this newly acquired knowledge, I set out to make my corrections.

As the Army transitions from the battlefields of Iraq and Afghanistan, the organization is well served to take a long look in the mirror. After ten plus years of deployments, our combat tested warriors are sure to possess more than enough valuable knowledge to reinforce and improve upon our status as a profession. A TRADOC published paper explains “to be a professional is to understand, embrace, and competently practice the expertise of the profession.” I believe the profession of arms exists and there are many components that reinforce this argument. Among these components, initial entry training and institutional learning, shared values, and a monopoly on our mission are three of the most important tenants. All Soldiers must graduate

relate to all parts of the unit to get a job done. This often means

There are several benefits and challenges to having a Noncommissioned Officer (NCO) Corps in the Army. Some of the benefits being NCO Corps breaks up some of the responsibilities a commander has and disseminates them to trusted, and experienced individuals in a unit. Keeping good order and discipline, ensuring training is properly conducted, addressing soldier’s problems in an effective and timely manner is the core responsibilities of a NCO. NCOs are also responsible for establishing a line of communication from the top the chain of command, to the bottom, and enforcing the Army standards in accordance with Army Regulation.

As a Non Commissioned Officers we need to seek what is best for our soldiers. It is our duty to guide them through this Army process. How are we going to do this? By maintaining discipline, training soldiers and ensuring welfare.

During my time serving with the 2/75th Ranger Regiment, my platoon lived by the motto, “Quality is teamwork. Doing the right things right the first time builds trust and credibility.” My platoon’s quote has helped mold my character, work ethic, values, and attributes as a person and an Officer in the United States military. Arguably, trust and credibility are two of the most important factors in earning respect. Confidence is gained through experience coupled with the technical and tactical knowledge of a subject.

The constant presence with his troops was the most significant act of building cohesive teams through mutual trust. In Fact, “how he found the time and energy to be constantly with his frontline troops and still direct the overall activities of the division was a mystery.” 1 Interacting with your subordinates shows that you care. A leader that trains with his subordinates also earns credibility. How Soldiers trust, weights leader’s sound judgment for leading troops and accomplishing missions, regardless complexity.

In 1973, the Army (and the noncommissioned officer corps) was in turmoil. Of the post-Vietnam developments in American military policy, the most influential in shaping the Army was the advent of the Modern Volunteer Army. With the inception of the Noncommissioned Officer Candidate Course, many young sergeants were not the skilled trainers of the past and were only trained to perform a specific job; squad leaders in

Professional Soldiers exemplify what it means to be a Soldier in the United States Army. These professional Soldiers are also commonly natural leaders for simply being themselves; other Soldiers want to follow them. This is what the Army strives for in their leaders, because a natural leader already possesses the leadership traits and competencies that we are taught in the Army’s Basic

“The United States Army is structured on several values and principles that it upholds, among these are military bearing, discipline and respect. These principles represents what the organization strongly believes in and governs the most basic customs and courtesies that all its members should abide by, otherwise legal repercussion and punishment is enforced that could ultimately result in separation from the organization.” The standards must be met by Soldiers or they can face a number of repercussions such as, barring from re-enlistment or even separation. Non commissioned officers should always uphold the standards so that all Soldiers know what they are and what can happen to them if they do not meet the standard. “One is to observe a sense of calmness even in the most stressful situations, leaders of the United States Army should maintain their military bearing even in situations where it seems chaotic, out of control or a civilian would respond in panic.” The reasoning behind this goes back to situations where non commissioned officers would have to make fast decisions in a war zone that may impact the lives of their Soldiers. In a battlefield situation their Soldiers are relying on their non commissioned officer to make a quick decision and trusting that decisions made are the best out of all situations given. Non commissioned officers should be able to make big decisions with all his confidence projecting with his military bearing. “A leader should look like a

The NCO Creed is a great model to follow. Some just recite the NCO Creed when prompt to at the beginning of class in NCOES. Some have the NCO Creed hanging on their wall or on the desk as a gift. I know the NCO Creed and conform my leadership skills by the NCO Creed. Maintaining professionalism, knowing my soldiers and communication is important.

I have served in my Army since 1992 and I have been working with different kind of commanders. Based on my experience the quality of a commander is that trust and selfness. If you are a good the commander troops follow you voluntarily because troops look at what their leaders do. How do you build the trust in you command, you show them your service selfless and train them next his positions. Most of time you have to stay with them what conditions they have. For instance, I would like to share one my commander characteristic. I have known him since I joined Army and I worked with him many times. In 2002, I took part in military computations and I got five gold medals from different kinds of computations. After that we spoke with my commander

In order for interpersonal trustworthiness to exist in organizations, a leader-follower relationship must first exist between the parties involved (Caldwell et al., 2010, p. 500). Once that leader-follower relationship is established, leaders have to earn trust. Leaders earn trust by their respective actions, morals and virtues. Trust is can also be based on past history. If something was done in the past which questions a leader’s values, morals or judgment, it would be unlikely that the leader would be trusted in the future. One of the most important parts of being an effective leader is building and maintaining trust. Trust can further be defined as a “multi-dimensional construct comprising different dimensions of the trustee’s attributes that the trustor evaluates” (Ingenhoff and Sommer, 2010, p. 341).