Personal Statement : Airborne Brigade

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

The critical leadership problem the 4th ABCT faces are consequences of the continued past brigade change of command without an organizational vision to address it, and different Commanders leadership styles that have affected the effectiveness, organizational culture, and climate within the 4th ABCT. This case study paper analyzes the critical leadership problems on the 4th ABCT. The aim of this essay is to explain how the Army leadership attributes; direction, guidance, and organizational vision; and a positive environment are factors that enable

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

Transitioning to command from any other leadership challenge in the military requires that an officer experiences a mental shift in his/her approach to exercising the newly granted authority, responsibility and accountability for the unit. Army doctrine suggests that authority, responsibility, and accountability are inherent attributes of command. These attributes of command coupled with the expectations of the commander, demand a new and holistic approach to commandership, which is defined as exercising the art of command through leadership, management, and command.

My fear of the new surroundings and of my new direct supervisor started to kick in. I waited for about an hour to finally meet him. He is an 18 series First Sergeant (Special Forces), and he could tell right off the bat that I was not at ease. We talked for about an hour, first about me than about the mission at hand. After the talk, he did not ask, but rather he said, I got this and that this will be too easy for me. If I need anything, anything at all, to let him know immediately. Every day he would challenge and test me, requiring me to excel past my comfort zone. If it was not for him, I would have not believed in myself the way I do

It’s June 5, 1944, the day before D-day. The 101st Airborne Division led by their vigorous lieutenant Alex Hodulik is deployed behind enemy lines and they are known as paratroopers. The soldiers mission was to anchor the corps southern flank and to destroy the 2nd defense of the German forces on the hazardous beach. The day before the mission was a go, I lieutenant Alex Hodulik, was informed by my commanding officer that we have a few replacements for those who have fallen in our division. Little did I know, my little brother had volunteered for the paratroopers. “The replacements just showed up,” yells sergeant Ryan, “there's my little brother.” I immediately ran to him and asked, “Why the hell did you join the paratroopers? You had

As a new Corporal and a team leader for a Mortar Squad, we had trained

Your training has had it’s purpose. It was to make sure you follow orders correctly and to always be ready for anything that comes your way. And it also must be a part of every single one of you. Remember to be alert and ready at all times if you expect yourself to say alive!

I understand the magnitude of my actions and the severity of false statements. I also understand that these instructions and guidelines are in place to ensure the integrity of trust between Junior Enlisted Airman, such as myself, and the ranking NCOs, SNCOs and Commissioned Officers above me. To violate Article 107 in any instance is in no shape or form acceptable at any given time and I understand that the administrative actions in place is well warranted in regards to this situation. There is no excuse to break that integrity on either side and I take full responsibility for my actions that lead to this event.

I had just reported in to my new troop and been assigned as a Section Leader in First Platoon. I made contact with my Platoon Sergeant, SFC Cruise, and had my initial inbrief. I was told that the whole troop was going undergoing a reformation and we would be getting several transfer Soldiers from Headquarters Troop and other units from the Squadron. We discussed the training upcoming training calendar and had no training events until January when Gunnery would begin. This gave us four and a half months to build our team. In addition to the incoming Soldiers, there were the veteran members of the Platoon which include the other Non-commissioned Officers and several Soldiers.

2. Since entering active duty service in January 2004, I have served on every cannon crew member duty position on the M119 Howitzer. Throughout my years of service, I have been in a variety of leadership positions, within my primary MOS, and outside. Currently I am serving as a detail recruiter within the Baltimore Recruiting Battalion. Prior to this, I served as a Ranger Instructor at the 82nd Airborne Pre-Ranger Course, training and evaluating students on all aspects of small unit tactics, from the planning phase to actions on the objective. I have also served as a Provisional Infantry Fire Team Leader, and was selected to be a 60mm Mortar Team Leader while deployed in support of Operation Iraqi Freedom. Despite the challenges of being in

environment had changed and that there is a critical leadership problem in leader competencies. As the

I have wanted to go into the military since i was very young. Most children say that they want to be a firefighter or a doctor, but i said that i wanted to be in the military. I remeber looking at pictures and learning about military officers and i felt called to be one of those men. My decision and dreams never changed, as most childrens do when they realize the work required. But for reasons beyond my comprehension, my desire of a miltary life never wavered. Both of my parents' fathers served in the military, one n the Air Force and one in the Army. They told me stories of their days in the military, bragging of their different branhes and I took what they said and choose a school that woud lead to a career in neither of their branches.

The end of my enlistment in the United States Air Force was a very stressful but life changing incident in my life. My girlfriend was pregnant with my daughter and ending her enlistment as well, the heavy debt that loomed over me that seemed like I would never get on top of, and the embarrassment I would feel when I had to tell my family back home that I was getting out of the USAF because I made a mistake one time. I knew that my I had to support my family and start applying for civilian side jobs immediately so that I could retain a steady pay check to keep a roof over my families head. I first tried to stay in the Air Force by drafting a letter to the Wing Commander explaining why I should still be allowed to serve but, after days of deliberation

I had the desire to become an Air Force officer since the day that I joined in January 2013. I've always wanted to inspire others using my leadership abilities. Before I decided to enlist I went to school fulltime and volunteered at the VA Hospital. I did this for a couple years before becoming a full time emergency dispatcher, where I actually learned the meaning of stress. I was there for a few years and climbed up the ranks fast. I became a trainer and supervisor in just 7 months. I was in charge of approximately 10 emergency dispatchers and I managed to get an "Atta Boy Award" for a job well done. After three years I got the yearning to serve in the military like my father. Consequently, I decided to marry my high school sweetheart and enlist in the Air Force. I am so grateful to the Air Force because they have given me so much opportunities. I owe the Air Force so much, and I would love to repay them by becoming an officer. To become part of that