The Leader Development And Assessment Module

The Action Plan will provide guidance for the Leadership Development Program. The process is to develop participants into strong effective leaders. “No leader has all of the knowledge and skills necessary to be successful; as a result most leaders have multiple development needs (Hughes, Ginnett, & Curphy).” The Action Plan will discuss the experiences that will be provided by seasoned senior managers and a Leadership Development trainer. It will include additional information on how the plan will be implemented along with the time frame.

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 principles of Mission Command are build cohesive teams through mutual trust, provide a clear commander’s intent, exercise disciplined initiative, use mission orders and accept prudent risk. Toxic leaders who micromanage subordinates disregard these principles. Their micromanagement hampers subordinate’s ability to conduct operations defined by mission statements. The move to make Mission Command a doctrinal part of the Army education system should go a long way to minimizing the effects of toxic leadership on operations and

Poor leadership, or the more widely known phrase “toxic leadership”, has been a topic of concern throughout the history of the Army. The Army’s recently published leadership doctrine says that, “Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization.” (ADP 6-22, 2012) There are many examples of leaders in recent years that have been relieved due to negative effects on their organizations. Poor leadership is commonly portrayed by telltale characteristics of those in leadership positions, revealed by detrimental effects on subordinates and mission accomplishment, and must be addressed through consistent education and

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

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.

The Corps of the Noncommissioned Officer (NCO) has been around since the formation of the Continental Army in 1775. The basic responsibility of the NCO was to fill gaps in the lines and keep soldiers quiet on mission while leading (Perkioniemi, 2009). Currently, the responsibilities of the NCO focus on soldier welfare and accomplishing the mission (NCO Creed). Toxic leadership is a serious concern for the military, and it is undermining the reputation of the NCO Corps. What is toxic leadership, how can it be addressed, and what will happen to the Corps if it is allowed to continue?

Toxic leadership has been a growing problem in the Army for years. In the last ten years, the Army has started to conduct research and think of solutions to toxic leadership. A toxic leader is a leader that is self-serving, micromanages their subordinates and gives orders without supplying a purpose or inspiration for completing the task. Toxic leaders destroy the effectiveness and morale of the unit. They can be taken out of command and identified by using an evaluation system that includes their subordinates so that lower level leadership can evaluate their superior’s leadership potential. They can also learn to change how they lead and use better, more productive strategies that inspire rather than deflate their soldiers.

The purpose of this paper is to identify and discuss how Sergeants Major can use positive psychology and Master Resiliency Training (MRT) to foster a command climate free of toxic leaders. The use of positive psychology and MRT competencies and skills can assist in identifying and preventing the effects of toxic leaders. Incorporating these methods in Professional Military Education (PME) and leader development programs are an extremely important center of gravity for senior NCOs have on a unit’s Soldiers. Sergeants Majors are inherently responsible for the health, welfare, training, and development of the most precious of commodities, the soldiers. Toxic leaders present an extremely difficult leadership challenge at all echelons. Soldiers

In Module 1, I completed the Teacher Leader Self-Assessment (2009). At that time, I felt I fit into the “developing” or “proficient” category in the skills and knowledge areas. With the knowledge and skills gained through this course, I now feel I have moved into the “proficient” or “refining” categories of the skills and knowledge areas. At this time, I am confident I would enjoy and strive in a coaching role, with my confidence and knowledge, to help the adult and student learners in my current (or any) district. I am more comfortable in all of the categories of this self-assessment, which include: Working with Adult Leaders, Collaborative Work, Communication, Knowledge of Content and Pedagogy, and Systems Thinking (2009).

What is the outcome of the leadership development plan? Was the plan successful? What could have been better executed within the plan? These are questions that need answers when assessing and measuring the effectiveness of a leadership development plan. In order to effectively measure the outcome of the plan, the correct tools must be utilized. Multi-source toolkits are often utilized to measure the effectiveness of the plan and its outcomes by offering objective input for an unbiased source (Eckert, Isaakyan, & Mulher, 2014; and CPP, Inc., 2014). Feedback is also provided from various points of views and assessment points.

From a talent management perspective, the deployment of a well-designed leadership development strategy not only plays a critical role in deepening the bench of leadership talent, but can also facilitate a common and widespread understanding of the organization’s strategic vision and its culture. Since strong leaders are important at all levels of an organization, leadership development opportunities must be made available to everyone and not just a handful of individuals at the top. Research conducted by the Chartered Management Institute of Britain found that 75% of people consider their manager to be the biggest influencer on their career. In order to be an effective leader, one not only needs to be emotionally

The Development of Management and Leadership Capability and its Contribution to Performance: The evidence, the prospects and the research need

Date THESIS QUESTION: Are organizations likely to find better solutions to information overload through changes to their technical systems or their social systems -- or both? Why?

Leaders owe their soldiers the best possible road map to success. Leaders help their soldiers solve complex problems by guiding them to workable solutions through effective counseling. Developmental counseling is subordinate-centered communication that outlines actions necessary for soldiers to achieve individual and organizational goals and objectives. It is vital to the Army's future that all leaders conduct professional growth counseling with their soldiers to develop the leaders of tomorrow. Leaders counsel their subordinate NCOs and junior enlisted soldiers. There may be situations where officers counsel junior enlisted soldiers. The point is this: every leader has an obligation to develop their subordinates through developmental counseling. The Army values play a very important role. Simply put the values of loyalty, duty and selfless service require leaders to counsel their soldiers. The values of honor, integrity and personal courage require both leaders and soldiers to give straightforward feedback and, if possible, goal-oriented tasks or solutions. The Army value of respect requires us all to find the best way to communicate that feedback and goals. Some soldiers may perceive counseling as an adverse action, perhaps because that is their experience. Developmental counseling most definitely is not supposed to be an adverse action. Regular developmental counseling is the Army's most important tool for developing future