Right To Lead Assessment Model (JIIM)

Colin Powell’s “It Worked For Me in Life and Leadership” (2012) is a riveting book that discusses in great detail the simple but often-fundamental leadership principles that have been consigned to oblivion by most people and leaders. The evocative book provides a basis on which one can evaluate their strengths and weaknesses in leadership in all dimensions, particularly at the work place and suggests other areas of improvement that the reader can asses to ensure proper development. Through careful, frequent and honest evaluations from both self and others, it is possible for a person to become the best version of himself or herself; in turn, this contributes to a well-rounded leader.

Explain legal issues, policies and procedures relevant to assessment, including those for confidentiality, health, safety and welfare

Leadership is, and always has been, a vital aspect of social and economic constructs. It is essential to the survival of societies, industries, organizations, and virtually any group of individuals that come together for a common purpose. However, leadership is difficult to define in a single, definitive sense. As such, theories of leadership, what constitutes a great leader, and how leaders are made have evolved constantly throughout history, and still continue to change today in hopes of improving upon our understanding of leadership, its importance, and how it can be most effective in modern organizational cultures.

As Christians we are commanded to be engaged employees, “in your toil at which you have labored under the sun. Whatever your hand finds to do, do it with all your might” (Ecclesiastes 9:9b-10a, New American Standard Bible). The concepts of organizational commitment and occupational commitment are not lost on junior troopers. The vast majority of troopers enjoy being an officer, but they love being a State Trooper. In their study on Employee Engagement, Bhuvanaiah and Raya, researched much literature that correlated employee engagement with completing organizational goals (Bhuvanaiah & Raya, 2014). In the same way, a trooper’s degree of engagement in the State Police serves to fulfill its goals. The organization is given a certain amount of reverence and allegiance by the trooper.

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

Being a leader is not considered a job or position. Becoming a leader is not a talent, job or position. Although, leadership can be rewarding and difficult at the same time. In today’s society, “the kind of leadership necessary to move social movements forward is very different from the type of leadership required in a military setting, especially on the battlefield. A more sharpened focus on leadership processes versus individual leader traits and behaviors deepens our understanding of the complexities and interactive nature of leadership” (Komives, Lucas and McMahon 2013, 46). My goal is to understand how to face the complexities in life as a leader to communities, universities, organizations, the workplace and the world. As a leader,

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.

Capability is the hallmark of an outstanding leader. Never satisfied with the knowledge that they have, they constantly seek to learn, reason, and adapt.

In order for someone to be an effective leader, one would have to bestow certain skills and characteristics or some can be obtained over a period of time. Various assessments and questionnaires are designed to measure and give insight on certain skills or traits an individual may have. Some of those assessments include the skills inventory, leadership trait questionnaire, style questionnaire, leadership questionnaire, least preferred coworker, path goal, LMX, and the authentic leadership self-assessment. By conducting these questionnaires and assessments, not

In the Leadership Challenge, 4th edition, it is Kouzes & Posner (2007) intention to present a road map for individuals to follow on their leadership journey. The authors stress that “leadership is not a gene and it’s not an inheritance.” Leadership they assert is “an identifiable set of skills and abilities that are available to all of us” (p. 23). They make clear that the “great person” theory of leadership is “plain wrong.” Leaders are our everyday heroes who do extraordinary things on a regular basis (p. 23).

The purpose of this paper is to identify how CPL Pat Tillman’s attributes and competencies impacted the U.S. Army and my leadership philosophy. The U.S. Army defines attributes of a leader as having impeccable character, presence, and intellect; with competencies described as leads, develops, and achieves (Headquarters Department of the Army [HQDA], 2015). The U.S. Army leadership requirements model defines the expectations and standards asked of leaders in the Army. CPL Tillman instilled in himself all these attributes and competencies, which I strive to emulate daily in my leadership style. CPL Tillman’s attributes and competencies positively impacted the Army and the community, which ultimately contributed to my personal

It is useful to examine leaders from the past and use their example as building blocks to further develop strategic leadership qualities. The Right to Lead Assessment Model (RLAM) defines “above the Red Line” leadership as using all of one’s abilities to be relevant. General George C. Marshall is an excellent example of successful strategic leadership that spanned two world wars and bridged multiple organizations. His impressive career demonstrates what a significant impact he had organizationally, environmentally, and publicly on the world and an entire generation.

The U.S. Government 's Department of Defense (DoD) is a very large organization with many leaders at various levels. From a macro-level or overarching perspective the DoD is very hierarchal and bureaucratic. Then, from a micro-level perspective, there are leaders within the DoD who practice more lateral or flat approaches to leadership. Furthermore, the DoD has both a military side where leadership is hierarchal as well as transactional, as well as a civilian side which is much more transformational. These varying leadership approaches within the DoD 's macro-level, micro-level, military, and civilian structure are all very appropriate and effective leadership approaches for this large

Throughout history our country has had many leaders. Whether you’re the leader of a business, military platoon, or the leader of our great nation you were withheld with the honor and trust to govern the actions and best interests of fellow Americans. But just because you have achieved the title of a leader does not by default make you a good leader. A good leader is a person who has risen above and beyond to show cooperation, perseverance, and respect to decisions made by those still above you at one point in time. “As a seasoned member of the military, you’ve risen through the ranks because you understood your mission and performed your duties with distinction. At this stage of your career, your most important contribution may be how well you take care of the service members and

“Leadership is more ability than job. Moreover, it is all about determination, ability to solve problems, set direction for followers, gather them for common purpose and motivating people to achieve tasks. Furthermore, it is a charisma and the ability to reacting at the right time for a particular competitive situation” (L.Mullins, 2010, P372).