The Servant Style Of Leadership In The Armed Forces

Michelle’s life embodies the idea of a person who has the x-factor, she shows that leadership is something that is developed over time and learned through experiences. The x-factor is when individuals in a society spark creativity, it is a multi-discipline that borrows and synthesis existing intellectual resources to generate new ones and approach causation. (Burns, 2003). Michelle is a prime example of the ideals of the x-factor that crates a leader.

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.

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

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

The two theories that I chose to do my self-assessment by are the authentic leadership theory and the servant leadership theory. The authentic leadership theory was chosen due to my desire to stay true to who I am and what I stand for. However, the servant leadership theory was chosen because of my desire to meet the needs of others while doing what I can to help others succeed as well as meet their set goals. Being a servant while being authentic are the traits I want in my style of leadership and are assessed throughout this paper along with my strengths and weaknesses in the area of leadership.

The Army is one of the nation’s most highly regarded institutions in America. This is due largely to the work ethic and the servant leadership qualities of the Non Commissioned Officer (NCO), which are the backbone of the Army. The term sergeant comes from the French word for servant. It is the type of leadership that all NCO’s should aspire to if they want to lead at any level. Servant Leadership is a term that seems like an oxymoron to most but it directly correlates to the Army Values and Soldier’s Ethos. This paper will examine the qualities and characteristics of servant leadership. How they relate to the army values and warrior’s ethos, and how this type of leadership can benefit the army. Finally, I will give examples from history of the leaders that modeled servant leadership.

Over the past six years of my career as a project manager in an IT company, I have been working as a supervisor to manage a team of programmers and designers. Reflecting on this period of time which I have applied my leadership philosophy, I believe the leadership type, servant leadership, aptly describes my leadership style. I agree with what a servant leader stands for, and I aspire to become a better servant leader in the days ahead of me.

Remember that culture is the way things are done at a certain place and it derives mostly from the ethics, and priorities that an organization sets. We also examined the chain of command within the Army. There are chains of command in every workplace but the Army’s is a very complicated system and it allows everybody to know their roles within the organization, it also allows people to advance which boosts morale and self-esteem. This paper also informed about the Operations Process which is the way that decisions and missions are carried out within the Army. Remember that there are four parts of the Ops Process that can be applied to any task in our daily lives; Plan, Prepare, Execute and Assess. In conclusion, even though people may not think of America’s soldiers as managers, they are. They are managers because from day one they are forced into leadership roles and they are taught these management processes. The Army requires Specialists and Corporals to complete 80 hours of training, called Structured Self Development (SSD), in order to be eligible for promotion to Sergeant. The training teaches the Army culture, management styles, Army regulations and more. It is very important to teach all workers at every level, how to effectively manage and lead because eventually they will be the ones making the calls and tough

The 2014 Army Strategic Guidance directs the U.S. Army to remain the most highly trained and professional military force in the world. Based on the 2014 Army Strategic Planning Guidance, the U.S. Army has the responsibility to train its junior officers in strategy trough the domains of leader development. First at Institutional training, then during their operational assignments and third during the facilitation of leader self-development. This essay explains how the three domains of leader development nest strategic training for junior officers starting at the institutional training domain.

From the group Biblical Integration Paper, it was understood that servant-leadership is not only a gift of purpose that God places in the hearts of His people, but it is also a calling in one’s life to truly touch the lives of others in need. Living a successful life, as a servant-leader is not one that focuses on self-fulfillment, rather it is in seeking a fulfillment that comes from Christ when one pours him/herself out for the sake of others. It is through servant-leadership that one is able to bring hope into hopeless situations (Group Integration Paper,

Leadership has always been a topic of social interest and one that many have found difficult to define. Throughout history there have been various forms of leaders, each with vastly different styles and purpose. In short, leadership is a series of interactions between leaders and followers in the attainment of a greater goal. Dating back to the earliest records, military success has always been attributed to exceptional leadership (1). The better led force is almost always victorious over a less adequately led one; for this reason leadership has been has always been maintained as a forefront in all branches of the military. In the U.S. Army, “leadership is defined as the ability to influence others by providing purpose, direction, and

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

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 -

The Leadership Theory presented in this document is Servant Leadership. The article summarised herein is “A systematic literature review of servant leadership theory in organizational contexts” published in the Journal of Business Ethics, pages 113(3), 377-393, written by D.L. Parris and J.W. Peachey in 2012 but published in the 2013 Journal.