Personal Growth Of Leadership Abilities And Individual Soldier Skills

Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.

As a professional leader, role models are an important source of inspiration and development. The ability to deliberately aim to improve as a leader is equally important. In the Army, the Leadership Requirements Model found in doctrine provides the framework necessary to make those deliberate improvements. This framework presents the opportunity to analyze our leadership role models using the Leadership Requirements Model and assess how that leader has contributed to the Army or the Non-Commissioned Officer (NCO) Corps. Additionally, it is important to apply the same analysis to how that role model has influenced our own leadership. Lastly, with these considerations in mind, leaders can project into the future and determine what kind of legacy they wish to leave. The purpose of this analysis is to explore these opportunities and the relationships between doctrinal leadership, a legacy leader, and my own leadership and legacy. My father, retired Chief Warrant Officer 2 (CW2) Nelson Stydinger, had a significant influence on the profession during his own service. He also represents my most important leadership influence throughout my career and his record informs the type of legacy I would like to leave as an Army leader.

In this paper, I will be explaining what a legacy leader is and the impact one specific leader had on my career and the Army. In December of 2011 I reported to Joint Base Lewis-McCord and was assigned to 1/17 IN BN part of 2nd Striker BDE Combat Team. I had arrived at a unit that was preparing for a hard deployment to Afghanistan after a vigorous training cycle. I had walked in to my office to meet the team I would be leading into a combat zone that had zero experience, except for SSG Frazier that had a “been there done that” attitude. SSG Frazier was not as focused as a leader should be when prepping for a deployment with new Soldiers. The area that our unit would move to was the area that the Taliban was founded by Mullah Omar in Zhari District Southern Afghanistan (RC South). I had to quickly adjust to a high operation temp of a unit getting ready to deploy with little to no experience. After meeting SSG Frazier, I decided to meet the BN Commander and CSM to get a better understanding of the mission and expectation from the leadership. When I

Looking at my military career, while I have tried to demonstrate character and leadership to motivate and inspire my peers, subordinates and seniors, I have not always been successful. Working to demonstrate and live the Army Values, while sometimes difficult, has led me to look for past leaders to model myself after. One of the most influential legacy leaders I have used as a personal example of the type of character and leadership I would like to exemplify, is demonstrated by Union soldier Joshua Chamberlain (COL Chamberlain), who commanded the 20th Maine Regiment during the Battle of Gettysburg. BIOGRAPHY COL Chamberlain was born Lawrence Joshua Chamberlain on September 8, 1828.

Purpose. This memorandum outlines my vision on leadership as a senior noncommissioned officer. It also defines my leadership philosophy and principles towards seniors, peers, and subordinates. My philosophy reflects the foundation of my personal and professional beliefs that makes us successful Soldiers.

The purpose of this assessment is to compare and contrast how General Vincent K. Brooks attributes and competencies changed the military. How his encouragement contributed to personal growth and development as a leader. A West Point graduate General Brooks was the academy's first African-American Cadet First Captain, the highest position (Cadet Brigade Commander) a cadet can hold, an appointment that brought much public visibility at an early age in life. He graduated from West Point in 1980. Truly a soldier's soldier, Brooks was born into a military family that was posted in Anchorage, Alaska on October 24, 1958. His father, Leo Brooks Sr. was an army officer who would himself become a Brigadier General, his brother Leo Brooks Jr was as

The purpose of this paper is to describe why SFC Boozer, Charles is who I consider my Legacy Leader and how he positively impacted not only myself, but the Army and NCO Corps which directly influenced the Leader that I am today. The Attributes and Competencies that he instilled in me as Leader are just a few of the many things that I would like to become part of my Legacy that I would like to leave behind the Army and NCO Corps.

My time in these positions truly impressed upon me the importance of pride and ownership, in everything I do. Being put into a situation that I was not comfortable with forced me to step outside of my comfort zone and become competent at things that I had never experienced before, such as writing awards and supporting the Commander in a way that did not relate to my MOS duties.

The purpose of this paper is to discuss a Legacy Leader from whom I received either negative or positive influence from. For this paper, I have chosen a leader who left a significant negative impact on me, thus providing for me examples of what not to be as a leader. It was at Fort Bragg, North Carolina that I came face to face with one of the worst examples of leadership and negative role models I have encountered in my 14+ year Army career. The impact and impressions that MSG Smith left on me have been burned in my memory ever since. I was shown an example of how not to conduct myself when in positions of authority over others. As in all experiences, I truly believe that there is

Being a leader in today’s United States Air Force is more than supervising subordinates or leading a project or program. A leader is someone who influences others to achieve a goal, they are typically men and women, though not perfect, strive to display ethical behavior, virtues, and character strengths in their actions as they battle their own vices and idiosyncrasies (crse 15). Not only must all Non-Commissioned Officers (NCOs) posses these abilities, they must be able to articulate them and pass them on to their subordinates, mentoring future generations of Airmen to strive to be better than they are today. Today, I believe I am on the right path as a leader; ensuring tasks are completed on time and encouraging, and utilizing my subordinate’s

How do you want to be remembered after you are gone? Will the military remember you as a leader or a looser? Audie Murphy is remembered by the military as the highest decorated Soldier in American history. He received every decoration for valor that this country had to offer and four more decorations from France and Belgium (DoA, 1999). This is only possible because Murphy possessed amazing visionary and ethical leadership traits which he displayed throughout his military career and after he retired. This paper is going to describe how Murphy demonstrated the visionary leadership traits of using cognitive flexibility and being an idealized influencer while he displayed various acts of valor during World War II. Then, the

As an Army leader I have learned to appreciate the sense of accomplishment, yet guard against premature celebration when my leadership and guidance has gotten my team to the finish line. As General George Patton said, “ A leader is a man who can adapt principles to circumstances.” In my early days as an Army officer, I wanted to know the “secret” to successfully leading men in this organization through challenging waters to the top of the objective. However, I have now realized that there is no single “secret”, it is a journey of experiences, teachings and yes failures that will eventually “transform me from a mid-career officer to a senior military leader.” 1 The challenge is to open my mind and grow from a tactical/operational perspective to that of a much more broad, open minded and all-encompassing perspective, that of a strategic leader. Two mission specific outcomes of my training, experiences and self-assessment that I see myself fulfilling a role in my future are strategic advisor and senior leader at the strategic level. I will describe where I believe I stand now in regards to my goals and the path I have yet to embark upon. I believe I am on course to accomplishing my goals of transforming into a strategic leader who scans the environment’s horizon, assesses the information and decides how best to use it for the benefit of the organization that I serve and its best interests for the future. This paper will describe not only where I come from regarding

“I am a leader of Soldiers.” As a senior Noncommissioned Officer, I aspire to always put Soldiers first and lead from the front. Leading troops encompasses so much more than simply standing in front of a formation or putting out information. Even as a reservist, senior Noncommissioned Officers eventually learn that to lead effectively, the job entails much more than one weekend a month. My leadership philosophy shows that taking care of Soldiers remains my number one priority, and once that philosophy exists in all Noncommissioned Officers serving under me, mission success likely occurs. I continually strive to improve as a leader, ensuring that my values, priorities, expectations and how I lead you reflect below and clearly to all Soldiers.

The military has many various levels of leadership. There is a ranking system in the military is used to universally show the level in which an individual possesses in the military. Level Education can also play a role in leadership in the military. While enlisted ranks do not require a college education, that is the backbone of the leadership in the military. When you first join the military, your rank will vary between pay grades of E-1 to E-4. These are the introduction ranks of the military. Each branch has their own title for each rank, for example, an E-1 in the army would be referred to as a Private(PV1) while that same pay grade is referred to as Airman (Airman basic) in the air force. The Ranks E-5

Driven on becoming a USAF officer, I embarked on a four year long journey which saw me fail at achieving a commission as a civilian, but persevere and overcome adversity to eventually earn a commission as an enlisted Airman. Having earned my enlisted stripes and now wearing these bars on my collar has been a rewarding experience that I would not trade for anything. Along this journey, I’ve met some great leaders who have made my success their priority. Their devotion to duty and willingness to mentor their people inspired and shaped my leadership style.