Personal Goals And Objectives Of The Us Air War College

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.

As a Senior Enlisted Leader I aspire to develop a better comprehension of strategic issues. Having in-depth knowledge of the complexities behind decisions, processes, and the totality of circumstances is instrumental when addressing matters to Coast Guard field units. Furthermore, this perspective is integral to a Senior Enlisted Leader’s ability to provide timely, complete and reliable counsel to operational and strategic leaders, particularly when making decisions that significantly affect the workforce.

For the next 10-15 years, leadership development is critical within the military. Training to develop agile leaders will yield a competitive advantage within both private and public organizations. Importantly, leadership training should mirror as if one would fight in the new Era International Security Environment. Such tenacity will confront limited engagements in the next 10 years, plus a great deal of offensive operations in the 15 years. Therefore, trained leaders are flexible to their changing missions, roles, and responsibilities, thus are more adaptive to compelling new conflicts.

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).

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

When I was a lieutenant, one of my mentors told me that the officers ‘job is first and foremost about leadership. For senior officers, then, one must say everything is about leading strategically. In order to be an effective strategic leader, my self-assessment has led me to focus on the following goals during this academic year at the Air War College (AWC): to improve my understanding of the strategic environment; to learn to be strategically relevant, to shape my ability to communicate effectively at the strategical level.

The Right to Lead Assessment Model (RLAM) is a useful construct for analyzing one’s own ability to lead at the strategic level in a Joint, Interagency, Intergovernmental and Multinational (JIIM) environment. I will briefly describe key RLAM components, assess my personal strengths and weaknesses (in each component), and then prescribe a strategy to improve weakness while attending the Air War College (AWC). My overall objective is to have people follow me because I earned their commitment and confidence (also RLAM components) as opposed to automated, unearned respect associated with my rank or job title. The RLAM, which I use as a reflective self-assessment, consists of roughly 12 components. However, I focus on five of these components, which are most critical for strategic leadership: character, competence, personality, drive, and relevance. Character is the most important RLAM component.

In his “Welcome to the Seminar” reading, Thomas Galvin listed eight competencies that graduates of the US Army War College should possess. He highlighted them as a “way of helping students visualize the end state of this journey – being a senior leader.”1 Galvin further divided the eight competencies into persistent and mission specific. Persistent, meaning traits for everyday life and mission specific, meaning only for certain situations. Galvin lists the four mission specific traits as Strategic Advisor, Strategic Planner, Strategic Theorist and finally Senior Leader at the Strategic Level.2 This paper will concern itself with two mission specific outcomes, Strategic Advisor/Communicator and Senior Leader at the Strategic Level as I perceive these areas to have the biggest potential for my development.

The main points of this article relate to the changing nature of warfare (think terrorism and advancements in technology) and the adjustments military leaders are obliged to make. Hence, according to the article, leaders must: a) be trained in critical thinking skills; b) be "committed to life-long [and self-directed] learning"; c) be willing to take the initiative to "diagnose" their goals, needs,

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.

The purpose of this paper is to identify Colonel (COL) Jeffrey D. Peterson, Armor Branch, Retired, as a legacy leader who had an impact on me through all attributes and competencies covered in ADRP 6-22 (Army Leadership). His selfless service and his discipline are key components of his character that I strive to emulate. His long hours doing the same things that his Soldiers were doing, whether conducting PT in the morning or taking the pulse of Baghdad and Ad Diwaniyah during his tactical command post patrols, established his presence and professionalism beyond reproach. His steady career as a senior professor at West Point after his squadron redeployed in 2007 speaks to his intellect and his academic commitment. His example helps to

In discussion forum 9, leaders are challenged through situations of crisis and are given ways to confront those challenges which allows them to overcome setbacks and face adversity. In the book “Resilient Leaders”, written by Major General Robert Dees, he provides leaders with his personal experiences of the battlefront and home front and what he had to do in order to cope as well as overcome each situation he was placed in. Major General Dees discusses his foundational ideas on leadership in Chapters one and two. The three concepts that our group decided on are Selfless Service, Character and Risk Management.

There are a number of significant difficulties for today’s military - the Global War on Terrorism or what has recently been termed the “Long War;” weapon system acquisitions and personnel draw downs. The focus of this paper is on one strategic component of the military quest—Leadership. More specifically, it will center on servant leadership and its impact on the military’s vision.

According to Koh and Jacobson (2009), although strategic leadership is a requirement for running any organization, the strategic leadership in Public health extends in scope and indulgence. The leaders in public health have a driving force, which is a profound sense of mission. They know that their mission will have many challenges but still take on the mantle of leadership. Strategic Leadership in Public health spells uncertainty in results and the wounding of the leader in the quest for achieving the mission. Viewing it from this dimension, I can help nut develop some fear for failure and being turn down as it is the norm for public health leadership.

The nine Strategic Leadership Competencies describe a wide-ranging scope of attributes that can be arranged in three distinct classifications: conceptual, technical, and interpersonal. One competency under the conceptual category is the ability to envision the future. (Gerras, p.30). In Finel’s article, he summed up Secretary Gates’s biggest weakness was his “lack of consistent strategic planning.”