The Current Situation Faced By The 56th Armored Brigade Combat Team

The movie “Twelve O’ Clock High” is a case study in the application of leadership theory during World War Two. Gregory Peck portrays Brigadier General Savage, a United States Army Air Force officer thrust into a situation that requires a maximum effort both on the ground and in the air as he attempts to re-invigorate an undisciplined, anxiety ridden, and ineffective combat unit. Throughout the movie we observe Peck’s character employing a variety of leadership methods, but ultimately discovering that true combat effectiveness and cohesion is accomplished through a

The book Black Hearts opened my eyes to how leadership from a single Officer can have a grappling effect on such a wide range of soldiers from the lowest of ranks. One of the best takeaways from Black Hearts is to never do anything: illegal, unethical, or immoral. Although this is a easy statement to repeat, Black Hearts demonstrates the difficulties that lie behind these words. It has also painted a picture of how leadership can topple extremely quickly from a top down view. The Army is portrayed in a bad light throughout the book relentlessly. This is due to the concentration of poor leadership of the 1-502nd Regiment (Referred to as “First Strike”), a battalion of the 101st Airborne Division.

During arduous combat operations coinciding with a high OPTEMPO unit cohesion may flux toward a detriment of mission success. This report will focus on the 56TH Armored Brigade Combat Team (ABCT) in order to address the critical leadership problem. In addition, focus will center on relevant facts and assumptions that led to the critical leadership problem and rectify the issues. Furthermore, a new ABCT vision will be published in order to restructure the organizational culture toward a unified purpose and an increase in esprit de corps. (Verify with lesson for correct purpose)

The 4th Armored Brigade Combat Team (ABCT) has a proud history of accomplishments. It has served in the wars in Iraq and Afghanistan. Historically, the morale across the brigade was high; leaders took care of their Soldiers, and all of them did their best to train them, accomplish missions successfully, and support them in any way. The 4th ABCT HQ, as well as each of the battalions, were highly efficient and effective, and most of them were jubilant to be part of the brigade. Three years ago, one of the best maneuver brigades in FORSCOM was the 4th ABCT. The brigade had focus; leaders and soldiers were dedicated, and there was a strong work ethics. However, the 4th is facing some challenges ahead that are going to make difficult to reach its full potential. Amongst several leadership problems, there is a major one. There is not an organizational vision in the brigade, and if there is, it is unclear and poorly evident.

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.

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

Toxic leadership and climate defines the critical leadership problem within 4th ABCT. In conjunction, a lack of care for Soldiers and their families, favoritism, SHARP issues, and hazing have caused a unit to lose all trust in the previous Command Team. To correct these issues I will develop and implement my vision and a way ahead for the BCT using the 7 Step Model. Furthermore, I will place a great deal of emphasis on a specific portions of the Rocket Model, Organizational Culture “Iceberg”, and correcting the Five Dysfunctions of a Team

The purpose of this paper is to discuss the real world consequences of when Army leaders become complacent dealing with foreign national soldiers, and the day to day operations while in a combat theatre. To gather lessons learned from the example discussed in order to lower the probability of a reoccurrence among the force. Through the example demonstrate the need for Army leaders to constantly fight against complacency, and the extreme importance that leaders know their soldiers, and place their soldiers’ needs before their own. The scenario discussed was a real incident that took place in Iraq in 2009, at a Coalition Outpost (COP) approximately 30 kilometers south of Mosul, in a city called Hammam al-Alil.

Toxic leadership and climate defines the critical leadership problem within 4th ABCT. In conjunction, a lack of care for Soldiers and their families, favoritism, SHARP issues, and hazing have caused a unit to lose all trust in the previous Command Team. To combat these issues I will develop and implement my vision and a way ahead for the BCT using the 7 Step Model. Furthermore, I will focus on specific portions of the Rocket Model, Organizational Culture “Iceberg”, and correcting the Five Dysfunctions of a Team to solve the problem.

Black Hearts is a great example of the reality on how severe bad leadership skills can ripple throughout a unit and impact its overall mission. This book serves as a guide for future leaders of America and will set the examples of what not to do in leadership positions. The lessons we can take from these soldiers can help us as potential leaders to become more competent and effective. The fact that this book focused on the hardships, poor decisions and sound judgment of the soldiers it helped emphasize on what was not the best choice of action and leaves a moment for you as the audience to think how you would of done it better. So right or wrong there was a lesson to be learned and the book did a good job including the reader. This book

Deceased philosopher Bertrand Russell once said, “War does not determine who is right- only who is left”. Those left are the soldiers of the 1-502nd, specifically Bravo Company 1st plt, and the Janabi family and to a greater extent, the ever-changing global world we all live in today. The tragic events that conspired in a small Iraqi village became a microcosm of how leadership failures at every level shaped the actions of a few soldiers who committed atrocious acts. One can also see how a high operational tempo, along with prolonged violence and death, has on a person’s psyche. It is the ugly side of war that the average American citizen may not want to hear or talk about. For a soldier, it is inevitably what they train their

Afghanistan was a challenging deployment for the 4th ABCT. From the beginning the issues with manning and equipment caused a strain on the daily operations within the Brigade. Though not an impossible issue it caused tension between the echelons of command. These minor challenges were magnified by the death of the BDE CDR, BDE CSM, and a BN CDR. This impacted the organization greatly as it should but COL Cutler, COL Timmon’s replacement, rarely displayed decisive leadership and did not take ownership of the Brigade. As a result, the trust that was built prior to and during the deployment began to degrade and continues to do so. Numerous indicators exist on this lack of trust and they there is no indication that these actions will cease under the current leadership. The central leadership problem that exists in the 4th ABCT is a lack of trust. This trust has eroded as a result of 3 primary factors which are the misalignment of ethics, leader imposed stress, and a lack of leadership.

I am the last chance for the 4th Armored Brigade Combat Team as well as the unit is the last chance in my carrier. Means that the problems are serious for us and to our personal life. There is no chance to fail. Although, this phrase should not bring a stress neither to me nor to the unit. We will not overcome the obstacles only by math way calculating how high they are, but also we will put our spirit into our efforts to overcome the problems. According to my own observation, Center for Army Lessons Learned (CALL) report, Center for Army Leadership (CAL) assessment, conversations and historical reports, overall there are leadership, organizational and personal problems in 4th Armored Brigade Combat Team (4th ABCT). Indeed, I might fall in trap by analyzing those problems separated from each other. However, those three ranges of problem are linked with each other and each problem derived from another one. Personal problems are causing from organizational problem, and organizational problems derived from leadership problems. Of course there are numerous and various problems in each of those areas. I will summarize each problem in each areas and link them with each other. First, there is a stress among the unit which derived from various unpredictable assignments. This is a leadership problem which makes the unit unable to put up with changes. The rapid changes of personnel specially in the leadership positions for the past two years is the main reason for this problem. In

Operation Anaconda was a major U.S. and Afghan combined offensive that took place in March of 2002. Named after the snake that would coil around its victim and squeeze the life out of them before devouring them, this was the intent of the offensive. This offensive would lead us into further development as a fighting force that would need to adjust, so that our decisions bring our Soldiers home. The Army Profession adamantly displayed itself throughout the battle and this paper will explain a few of these instances.

The craft of the infantry man has changed and evolved over the centuries form the first formally organized armies of the Roman Imperial Legions to the Armored Assault Divisions of the United States Army. During each decade and major military conflict the ideas, tactics and organization of these military units have grown to become more deadly and effective. It is the focus of this essay to review one element of the military core, the back bone of any army and the main stay fighting force of any armed conflict by land, the infantry squad. In today’s modern military forces the infantry squad is the primary force to engaged and defeat the enemy, in many respects other military formations are worked around to support the needs of the infantry. The