Specifi Servant-Leadership Theory Of Military Leadership

The two theories that I chose to do my self-assessment by are the authentic leadership theory and the servant leadership theory. The authentic leadership theory was chosen due to my desire to stay true to who I am and what I stand for. However, the servant leadership theory was chosen because of my desire to meet the needs of others while doing what I can to help others succeed as well as meet their set goals. Being a servant while being authentic are the traits I want in my style of leadership and are assessed throughout this paper along with my strengths and weaknesses in the area of leadership.

The Army is one of the nation’s most highly regarded institutions in America. This is due largely to the work ethic and the servant leadership qualities of the Non Commissioned Officer (NCO), which are the backbone of the Army. The term sergeant comes from the French word for servant. It is the type of leadership that all NCO’s should aspire to if they want to lead at any level. Servant Leadership is a term that seems like an oxymoron to most but it directly correlates to the Army Values and Soldier’s Ethos. This paper will examine the qualities and characteristics of servant leadership. How they relate to the army values and warrior’s ethos, and how this type of leadership can benefit the army. Finally, I will give examples from history of the leaders that modeled servant leadership.

Organizational leadership builds on traditional theories in order to form new and exciting directions. Transactional leadership is a traditional theory, which has been used as a platform to understand leadership and further develop techniques for higher organizational performance. The three components of transactional leadership help shape and define the style, but are not always strictly adhered to. There are many advantages and disadvantages of transformational leadership. Knowing how and when to apply this style will prove useful for most successful organizational leaders. President Dwight Eisenhower was a good example of how transactional leadership could be used successfully.

The legacy leader attributes and competencies that I would like to leave behind for the Army, NCO Corps, and my Soldiers are resiliency, mental agility, lead and develop others, to lead by example, and discipline. For resiliency, I believe I have shown it to my Soldiers by never quitting on myself and pushing myself to the limit every day. In 2006, I was ran off the road, riding my motorcycle resulting in a compound closed fracture, my left tibia being broken in two places and a broken left ankle. My first of six surgeries did not go as planned due to doctor error in which one of the instruments used during the surgery were not cleaned properly resulting in an internal infection inside my tibia. The infection causes me to stay in the hospital for 28 days an endure a second surgery in which they removed 6 screws and a rod from my left tibia, four screws and a plate from my left ankle, hollow out the inside of my tibia and remove 40 percent of the tendons and muscle from my shin, then replacing all the hardware.

Leadership Philosophy As leaders we must adapt and conform to an ever changing world and organization. I believe leaders must have several leadership traits in order to influence and incite and lead Soldiers to accomplish our mission. Those attributes and competencies need to be instilled and developed from the TOP DOWN! I want leaders to have Character, Presence, Intellect, and be able to Lead and Develop Soldiers so as an organization we can achieve final results.

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

My leadership philosophy is based on the last 16 years of experience. Amongst those years, I have had some good leaders and bad leaders. I believe I’m a better leader today because my leadership journey has not always been easy. This made me a better listener, increased my sensitivity to those around me and solidified my values and character. These types of significant events shape leaders and it’s up to you if you want to be shape yourself into the good leader.

Step 2 Since middle management appears to be the bond for the organization the type of leadership necessary to carry the agency through the appointment of a new director will come from servant leadership. In the 1970’s Robert Greenleaf brought a moral dimension to the leadership field with his development of servant leadership (Sousa & Dierendonck, 2015). Servant Leadership View To begin, Sousa and Dierendonck (2015) believe a dual mode of virtue and action is essential in framing the core motivation to serve.

I believe military leadership struggles with forgiveness just as Paulina did in Death and the Maiden. Soldiers are held to a higher standard to a certain degree with regards to their actions in their personal life than typical companies hold their employees. In most professions outside of the military, if an employee receives a DUI, more than likely they are not subjected to discipline from their employer. This may hold true for non-violent criminal offenses that most employers would even know about unless the criminal proceeding leads to the employee's absence from work. If a soldier receives a DUI, depending on the rank of the soldier he or she can be dismissed from the service or will be prevented from future promotion if the military

The Army defines leaderships as the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADRP 6-22). This is a fairly broad and open definition as it pertains to individuals in the Army and how we operate. It is purposely vague to allow for the application of leader to a wide range of people and circumstances; this has borne out the phrase, “everyone is a leader”. Warrant officers, however, have a very unique niche in the world of leadership. Not only are they necessary advisors of leaders in the organization, every warrant officer is a leader at some point in their career.

Transformational and transactional leadership are two leadership styles have been identified that offer profound influence on employee’ perceptions and behaviors toward management and determine followership (Mosely & Patrick, 2011). These styles are polar opposites and span cultural and organizational boundaries. At some point in their career a leader

Served as a Senior Advisor, Telecommunication Chief and Project Manager and a Military Veteran with a Top Secret -SCI Security Clearance and 25 years of results-driven, proven leadership experience in the United States Army. Exercised, full managerial authority and aggressive integration of human capital practices, and innovative solutions to complex human capital challenges. Experienced in developing and contributing to, and supporting the organization’s mission, vision, values, and strategic goals, articulating policies; guiding and leading the change process; and evaluating organizational effectiveness as a military organizational leader. Accomplished measurable results, while leading small teams of seven to over 530 personnel in a

An organization’s efficiency and effectiveness can be solely traced to its leader. When a team within in an organization is found to be at fault, it is a leader’s duty to turn it around. In this particular case, the Wing Safety Office at XYZ AFB needs to rebuild its team into a cohesive unit in order to successfully attack the safety issues distressing the base. Among other noted events, their highlighted failures lie within the high rate of off base traffic accidents in relation to service members and their families. By developing a clear strategy using three Full Range Leadership Model [FRLM] behaviors, this safety office can ultimately achieve purposeful unity. This paper will discuss the idea of using transformational and transactional leadership in order to fully understand and conquer this safety office’s meager performance.

I have gone through many interviews, military or not, there are always similar questions. Are you a leader? How would you describe yourself as a leader? What makes a good leader? The first thought comes to mind when asked these questions, especially the last one, is “define a leader? What do you mean by good?” I think for a bit, but I always answer the questions the same way.

The USAF invests a lot of time and money in developing future leaders. In fact it established four schools geared toward developing its enlisted force at different levels of leadership. Those schools are the Airmen Leadership School (ALS), Non-commissioned Officer Academy (NCOA), and Senior Non-Commissioned Academy (SNCO), and the Chief School. All four schools focus on developing the leadership and management skills needed to supervise, manage, and lead people at each level of responsibility. The military as a whole has long history of leadership training and development (Gibson, 2005). The accomplishment of the mission is paramount for any military organization. Leadership is the determining factor in obtaining that goal. USAF defines leadership as the impact of personal influence and persuasion upon followers to direct the accomplishment of objectives. Leadership is not restricted to senior management and leadership, but is expected throughout all ranks. Gibson (2005, p2) states “effective leadership is imperative to the achievement of military missions and the perception of the appropriate individuals, regardless of tenor, as leaders is paramount to this effectiveness.”