STRATEGIC LEADER COMPETENCIES

Collins and Porras (1996) states that when organizations provide a vision for its management and employees as a whole, its vision should provide guidance about what core to preserve and what progress to be made in the future (p. 78). Nonetheless, when understanding the purpose of organizations providing a vision, I found that it is important to acknowledge that a vision consists of the major components of Core ideology and Envisioned future. First, Collins and Porras (1996) states that the major component of Core ideology helps organizations defined its vision by organizations acknowledging what they stand for and why they exists in society overall. Second, Collins and Porras (1996) states that the major component of Envisioned future entails what organizations aspire to become, achieve, and create (p. 78). Furthermore, the Envisioned future of organizations also aspire them to acknowledge the significant change and understand the progress

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.

A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow in preparing for the future, and molds organizational identity. A clearly articulated strategic vision communicates management’s aspirations to stakeholders and helps steer the energies of company personnel in a common direction. For instance, Henry Ford’s vision of a car in every garage had power because it captured the imagination of others, aided internal efforts to mobilize the Ford Motor Company’s resources, and served as a reference point for gauging the merits of the company’s strategic actions.

The ability and strength of an individual to achieve goals by supervising processes, guiding initiatives and employees is defined as Leadership skills. Valuable leadership skills include taking thoughtful decisions, allocation of resources, and the ability to delegate, inspire and communicate effectively. Other leadership traits include honesty, confidence, commitment and creativity. Leadership competencies can be used to effectively select, develop and promote leaders in an organization .The difference between Leadership Skill and leadership competency can explained as the required level of efficiency to perform a task assigned is known as skill whereas the quality to accomplish the same is called as competency. When creating leadership competencies certain factors are considered such as business strategies and future trends. To drive the use of competencies in selecting and developing leaders HR practitioners should use the business strategies. To effectively build a unique set of skills for the organization 's leaders, the firm will sustain competitive advantage. The role of a project manager has always been my interest. The position which I have always desired is a role of project manager.

Any successful organization in in the 21st century should have a mission and a vision. When an organization has a foundation and a purpose for existence, they will have the basic qualities of a successful establishment. To follow through with a mission, a vision must be created. A vision is based off of a company’s purpose for existence and formation of long-term goals. Without goals, an organization has nothing to work for and no reason to become successful. While working at Safeway, I was aware of the mission of the company and the vision that the company had.

The 2014 Army Strategic Guidance directs the U.S. Army to remain the most highly trained and professional military force in the world. Based on the 2014 Army Strategic Planning Guidance, the U.S. Army has the responsibility to train its junior officers in strategy trough the domains of leader development. First at Institutional training, then during their operational assignments and third during the facilitation of leader self-development. This essay explains how the three domains of leader development nest strategic training for junior officers starting at the institutional training domain.

Leads others involves influencing Soldiers or Army civilians in the leader’s unit or organization. This competency has a number of components including setting clear direction, enforcing standards, and balancing the care of followers against mission requirements so they are a productive

The vision statement reflects “where the company is headed in investing its future and why. It contains the expectations the organization strives to achieve” (Lussier, 2015). The visions will represent the future ideal scenario that a company.

Becoming a strategic leader in the Armed Forces is an exciting but challenging goal. This prestigious role involves many responsibilities. A Volatile, Uncertain, Complex, and Ambiguous (VUCA) environment also characterizes the complex context in which military forces operate. Therefore national security senior leadership requires precise key skills and knowledge, beyond the ones needed at tactical and operational level, in order to be successful. This paper is my personal critical self-assessment of the ability to lead at the strategic level as it stands today, at the beginning of the Air War College (AWC) course. Gaining self-awareness is my first step to maximize the outcome of this course that is just focused on educating the future joint strategic leaders. In the paper, I will also include my personal strategy, while attending the Air War College, to strengthen my identified shortcomings and to reinforce my identified strengths. The Right to Lead Assessment Model (RLAM) is the reference tool I used to conduct this self-analysis in a more structured form.

In an organization the size of the Army, the development of thinking competencies is, by necessity, a decentralized effort. Building Army-wide strategic thinking competencies requires long-term institutional, operational and individual commitment to the development of these competencies. This requires a purposeful shift from limited levels of understanding key competencies and enablers, to force wide acceptance and development of these competencies through a common language and lexicon of associated terms and processes. We must educate the force to understand that strategic thinking skills are not directly associated with levels of war, cohort, rank, grade or organizational hierarchies but rather by one’s ability to mature thinking competencies through their military education and training, operational assignments and experience and individually focused and guided self-development. Thinking competencies cannot be developed through Professional Military Education alone. In fact, PME (i.e. the Institutional

In the course of developing an Army leadership competency framework focused on the Future Force (up to year 2025), the authors examined several existing U.S. military and civilian leadership competency frameworks. We attempt to link the core constructs across the frameworks and identify similarities and differences in terms of their content and structures. We conclude that leadership competency modeling is an inexact science and that many frameworks present competencies that mix functions and

mission and vision. The plan takes on a broad perspective of the organization and is accomplished

List the three managerial competencies that have led to your success so far in your job. List your strength and, for each strength listed, determine how that strength might get you into trouble and why is it so difficult to become and effective middle manager?

Vision is defined as the image that the organization aspire to became in the future. In order to develop a vision, it is important to ask how will the corporation look like “x” years from now if they accomplish their objectives? Thus, this vision will essentially set directions for the organization. There are some useful principles that makes a great vision such as, it should

Day today management is clearly defined by F.W. Taylor, Henry Fayol, Ma Weber, and others in classical management. No organisation can just have one type of management all through the organisation like operation can be scientific management and task oriented leadership. Marketing can be administrative and with action centred leadership. The overall leadership should be the same has the ethos of the organisation overall. . Current theories and models of leadership explain the influence of position upon the satisfaction and performance