The Leadership Theory Of The National Guard

Independent of the Army and country you serve, leadership is always an important subject. There are many civilian books and military manuals talking about leadership. The United States Army divides the subject leadership in three levels. These levels are Direct Leadership, Organizational Leadership, and Strategic Leadership. In this paper, the focus will be only about the first two levels. According with you rank, you will work more in one of these levels. Because of that, most part of time there is not much interaction between higher-level leaders and lower level leaders. Despite the limited interaction between higher level leaders like Brigade commanders with the lower level leader like company commander it’s not affect a satisfactory mission accomplishment.

My leadership philosophy can be summed up with one simple phrase: taking care of Soldiers. This is my

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.

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.

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.

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.

Leadership goals should always contain methods of a continuous process of learning through education, training, and individual experiences that help ensure that the message will be communicated in a confident and competent manner when leading troops. Soldiers tend to follow leaders that demonstrate and live the Army values, while displaying their confidence in every decision that affects change. Leaders are not born as organizational or tactical leaders; but grown by their genetic determinism, which is inside and the characteristics they work toward; that mold is which type leader they will become. Not just anyone can lead; you must have the desire to lead, be willing to make the commitment to being a leader, and prepare yourself properly, then you have the desire to become a leader. (Fulton, 1995).

The very basis for my leadership philosophy starts and ends with the Army Values. I ensure each and every decision I make aligns with these core values. In 2007, after first pinning on Sergeant, I was in a position of limited leadership experience and charged with the health and welfare of three Soldiers. By utilizing past experiences and understanding the young Soldiers point of view, I developed the foundation of my Leadership Philosophy, the

My leadership philosophy stems from my experience in the Army. As a leader, I believe in honesty, commitment, and respect for others. All responsibilities should be carried out in a timely manner. My main priority is the well-being of my Soldiers. My Soldiers can expect me a leader that is caring, dedicated, and upholds the standards.

Summary: In this article the authors are addressing future leaders, and they immediately inform the reader that because there is more complexity considerably more complex issues and technologies than a century ago in the operational military environment, there is a great need for military leaders to achieve autonomy in terms of adapting to and learning about the evolving environment. In short, leaders must be smarter and better prepared for a changing world.

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

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

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.

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