The Influence Of Leadership: The Profession Of Arms

The intention of this paper is to introduce my leadership philosophy. I will start off defining leadership as well as explaining my leadership philosophy. I will then share a summary of an interview with a Squadron Commander about a difficult situation that he needed to use his philosophy to work through and analyze how my philosophy applies to the same situation followed by a brief summary.

The creed of the noncommissioned officer is a baseline for all noncommissioned officers Corporal all the way up to Sergeant Major, on how to conduct oneself in the leading of soldiers. It does not outline every single situation you may come into throughout your military career but if you live this creed then you should be set for success. In this paper we are going to take an in depth look into the creed and how you can apply every aspect of it to leadership.

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

Leadership can be defined as the process of identifying a goal, motivating others, and make them to achieve the mutually goals (Giltinane, 2013). According to Humphreys (2002), successful leaders do this by applying their leadership knowledge and skills. A good leadership is not only good at management, but also use different leadership styles in different situations. A successful corporation must has a good leader who have the flexible ability which can provide a suitable leadership to make the company successful. Furthermore, there have no perfect leadership styles in the world. Different leader have different leadership styles which also have the different strengths and weaknesses (Ali & Waqar, 2013). Leaders need to consider

Leadership is defined by Peter G. Northouse as “a process whereby an individual influences a group of individuals to achieve a common goal”. One’s leadership style can shape a subordinate’s approach and place emphasis to the task or mission at hand as well as accomplishing long term objectives. The role of any leader is to provide direction and guidance to those who may fall under his/her command. The manner in which leadership is applied, especially in today’s society and ever-changing geopolitical situations can vary significantly and be markedly effective or undermine the leader’s ability to lead. In the readings from the Canadian Military Journal (CMJ) several examples are provided to support each author’s viewpoint of leadership style and I will use these along with my own opinions and experiences to substantiate the importance of differing leadership styles as they pertain to the Canadian Armed Forces (CAF) and the Profession of Arms in the 21st century.

“Leadership is the process of leaders inducing followers to act for certain goals that represent the values and motivations, the wants and needs, the aspirations and expectations of both leaders and followers” To be able to do this, a person must come up with their own leadership philosophy. Throughout this paper, I will tell you the leadership philosophy I will have for my organization. I will explain how I came up with this philosophy. Also I will tell what leadership traits, and characteristics that I believe are important for a leader to possess and how they apply to my leadership philosophy for the success of my organization. In conclusion I will summarize my interview with a squadron commander about their most challenging issue and

Leadership can be defined in many different ways. In the military leadership is one of the most important traits used by noncommissioned officers, officers, warrant officers and enlisted personnel. The Army relies on Non-Commission Officers to be able to prepare, and perform no matter what the situation is. NCOs are the backbone of the army and in order to be able to lead we must be able to gain trust, loyalty, communication, and personal courage.

The profession of arms has existed in the American military since its inception; it has evolved from the minuteman of the American Revolution to our modern professional army. But what is a professional? At its core, the professional is an expert in their area. They are the equivalent of a fine artisan they are not unskilled labor. The professional has special trust from the people who they serve. They are effective in their action through their efficiency. The professional is an effective leader and trainer. Competence is the watchword of the professional.

The Profession at Arms address what it means to be a true professional leader in today’s Army. When thinking about a professional, we tend to consider someone who has multiple degrees. Professionals are experts at their job skill and have worked hard to set themselves apart from others. Their mannerism is that of a person who is trustworthy, competent, and respectful. We’re confidence that professionals are ethically and morally responsible. As soldiers, we are representing our profession and our organization. Our clients, the American people, are depending on us as professionals to be competent, dependent and committed to our duty. Therefore, we have to train and become experts in our field to ensure that we are always the professional

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others

In a work environment everybody wants to climb the totem pole. For Millennials, they want to rise to leadership without working too hard for it. They are trying to reach the leadership positions as fast as they can and at times they are unprepared for the position they enter because they have not experienced enough along the way. Where Millennials are too fast to rise to leadership, people considered to be Generation X, who are known for their hard work ethic and experience are often complacent in the workplace. Though they gained their experience (unlike Millennials) by working their way up the chain of command and gradually paying their dues and though they also do not expect to be handed a higher position, like Millennials who feel entitled to higher positions in the workplace, they are also not as motivated as Millennials. (Bresman)

Generational evolution, the difference from one generation to the next, does not give right to either generation to behave in certain ways. However, in order to bridge the generational gap, each generation needs to learn and understand the other one. In his statement regarding millennial retention at a certain company, Jeff Fromm expresses that the millennial generation does not stay long at a certain job. The question we must ask ourselves is not if they are loyal, but if there is an underlying problem that causes loyalty to be lost. In his article why millennials leave organizations and 3 keys to solve it, Ryan Jenkins makes an argument which could explain why millennials leave the workplace as fast as they do. He states, “63% of Millennials believe their leadership skills are not being fully developed; and yet the #1 most important driver for Millennials to evaluate job opportunities is the ability to progress and take on leadership roles” (2). One could argue that every workplace has their own way of rank progression and millennials just have to accept this as it has always been. Analyzing the statement it shows that the reasons millennials choose to leave an organization cannot truly be seen as solely a generational trait which cannot be overcome, because within the statement, a possible solution to the millennial retention problem is

In terms of leadership styles a wide variety exists for one to employ (Boykins, 2013). There isn’t firm consensus as to which styles prove to be the most effective. Different situations call for different approaches. In the article, Empirical Study of Leadership Styles, it discusses several leadership styles that I can relate to.

An effective leader influences their employees in a desired manner to achieve goals and objectives. Different leadership styles can affect an organization’s effectiveness and performance. The objective of this paper is to analyze the review of literature on various leadership styles over the past years and how effective and ineffective different leadership styles are in the workplace.

When it comes to Millennials, there is nothing that screams “business as usual.” Consequently, savvy leaders who want to remain successful in the global business arena, must concede their current method of attracting, engaging, developing and retaining Millennials as future global leaders is ineffective. Therefore, today’s leaders must develop a more compelling strategy to entice Millennials into leadership. Failure to use strategic foresight to recognize trends regarding future organizational trends and take timely actions to change their tried and true, old school philosophy regarding developing and retaining talented employees will result in losing the competitive edge, which is driven by technology-laden Millennial’s who are poised to innovation.