The Leadership Theory Of The National Guard

In today’s Army, there are three levels of Leadership. We are going to talk about Direct and Organizational levels of the Army leadership. Direct leadership starts at the lowest level with the team leader of which has the most direct influence with Soldiers. Organizational Leaders have a staff to help them make decisions on a daily basis and provide the resources for the direct leaders to accomplish their mission. After 13 years of conflict, Mission Command could not have not even been more important than it is now. Both Direct and Organizational leaders must provide their subordinates intent and purpose in order for them to operate with in Mission Command.

Officers are taught to lead by example which means learning from the officers who came before them. As a leader in the army, a solider is constantly watched and must uphold the army core values at all times. Setting a good example for the young, non commissioned officers (NCOs) in the battalion is vital to the battalions cohesion and morale. In order to lead by example an officer is taught different leadership styles to incorporate in the field For instance, participating leadership style is especially appropriate when there is time receive input, information, and recommendations of your subordinates. The primary goal of the army is to develop the leaders of tomorrow. Leadership can always be improved on throughout life.

Leadership comes in all types of styles. No two Army leaders will have the same style. There is a saying that goes around our ranks today, “Your leadership traits strongly reflect your past leadership.” Meaning that you will develop traits and habits that you have seen in your past leadership. Whether they are good or bad, you will not notice them yourself until you think about what you are doing or saying. It takes time to develop as a leader, and you will know when you find your style that works for you and you’re Soldiers.

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

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

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

My leadership philosophy revolves entirely around the Army Values. In every action I take as a leader, I assess whether or not it lines up with the Army Values and the potential impacts. I have had a variety of leadership assignments during my career, all requiring a different leadership approach, spanning from team leader through platoon sergeant. My conflict resolution skills have greatly evolved through my twelve years in the Army, from rudimentary conversations to in depth problem solving. My professional development has had a profound effect on my leadership abilities, from NCOPD’s to mentorship from senior non-commissioned officers (NCO’s).

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.

My Mission Statement as a leader: Develop my Soldiers to have trust in me, as well as

One important expression for army leadership is BE-KNOW-DO. Army leadership begins with what the leader must BE, the values and attributes that shape character. A leader can think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the leader. Values and attributes are the same for all leaders, regardless of position, although refined through experience and assumption of positions of greater responsibility. For example, a sergeant major with combat experience may have a deeper understanding of selfless service and personal courage than a new soldier.

Leadership by definition is very broad. Understanding leadership Roles and Responsibilities is simply a start to the understanding of what leadership in the Army entails. Leadership in the Army is defined as the ability to influence others to accomplish the mission to arrive a final state of resolve. Exploring two major types of leadership and the scope of responsibility is the overall purpose of this paper. The two discussed levels of leadership is the Direct Leadership and the Organizational Leadership. The goal is to focus on the differences between the two types and gain a better understanding of the roles leaders play within the two types of leadership. While roles and functions are comparable, they are not the same.

Transactional and transformational leadership differ. Ingram (2016) states “Different managers employ distinctly different management styles, ranging from relatively hands-off, facilitative styles to autocratic, micromanaging styles. Managers can also employ different motivational strategies and techniques to boost employee performance or accomplish internal change. Transformational and transactional leadership are polar opposites when it comes to the underlying theories of management and motivation. Understanding the difference between transformational and transactional leadership is crucial for anyone pursuing a career in management.” (Ingram, 2016). When I was a manager, I had to make sure my store operated properly and maintain sales. Sometimes I would hold contest for my workers to motivate them, Ingram (2016) states “Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership can be described as "keeping the ship afloat." Transactional leaders

All organizations should have a form of biblical leadership within its structure. The United States Army sets the standard and is considered one of the best organizations that produce quality leaders time after time. They do this by establishing, believing and living their essential core values. The core values are set in stone and followed by every member of the organization, no matter the rank or status they have inside the organization. There are eight core values that include: 1) Loyalty 2) Loyalty 3) Duty, 4) Respect 5) Selfless-Service 6) Honor 7) Integrity 8) Personal Courage. These eight values form the acronym that spells LDRSHIP. This is by far been the successful sticking point of the Army for many years. Many organizations

Even though there are a lot of similarities and differences between transactional and transformational leaders, I feel that each form can be used interchangeably to complete a task within an organization. According to Johnson (2012), “Transactional leaders appeal to lower-level needs” of employees by exchanging “money, benefits, recognition, and other rewards in return for” (pg. 190) their obedience and labor. This form of leadership promotes responsibility,

My philosophy of leadership from a military standpoint might be considered a simple baseline concept of providing the best service to everyone you meet. I and as well as other Soldiers volunteered to provide the best assistance in protecting American’s freedom and the way of life through joining the Armed Forces. The duty of an all-volunteer force encompasses a vast amount of responsibility and allows all soldiers to exercise leadership at all levels. The Commissioned Officers (CO) are said to be leaders who will lead from the front, and Non-Commissioned Officers (NCO) will support the mission and are recognized as the “Backbone of the Army,” as stated in the NCO Creed. The CO