Toxic Leader Analysis

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.

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

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

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?

From June to 2004 to present, beloved Colonel Michael Dane Steele is in command of 3rd Brigade, 101st Airborne Division (Rakkasans). I have just been notified that I will take command from Colonel Steele in November 2006 which leaves just short of six months for me to plan for the change. A review of author Raffi Khatchadourian’s article, “The Kill Company,” published in The New Yorker on July 6, 2009 is necessary for background in writing this paper, however; the timeframe assumed for the purpose of writing this essay is June 2004. To this end, it must also be assumed that the author does not benefit from the knowledge gained by reading most of the information in Khatchadourian’s article. My goal is to set and maintain an effective, ethical command climate through investigation, self-education, and unit-wide professional military education.

This quote by Colin Powell describes toxic leadership in the Armed Forces. Toxic leadership is a failure of leadership. A toxic leader does not lead, they poison the workforce and tarnish the reputation of organization. Toxic leadership can exist anywhere, from the private sector to the government, to our military Armed Forces.

Leadership. We all know great leaders when we see them. They are the one who inspire us, they are committed and honest. Winston Churchill, General Patton both exemplify the qualities of a great leader. But how often do we think about the qualities that make a leader substandard. We all know from the leaders who did bad things. Adolph Hitler always comes to mind but was he a bad leader or just a bad man. In this week’s class paper, we read about the pitfalls of a bad leader. In her article” The Value of Valuing Employees Six ways leaders inadvertently curb innovation, motivation” author Christine Comaford explores the six factors that are detrimental to a leader and their leadership abilities. In my following paper, I am taking a look at those six pitfalls and the different strategies an organization can initiate to correct those drawbacks.

In conclusion, we have discussed toxic leadership and why it perpetuates Special Forces and ways to deal with it. This is a personal perception combined with a personal experience. I came to realize, that nobody is perfect and that we all have our strengths and weaknesses. Before I start pointing fingers out at somebody else, first I will take a look into inner-self to make sure I don’t' have tendencies of toxic leader, before I start making corrections on

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

“Who is willing to rush into battle, into an organization and be the most effective leader, while placing their personal interests aside for the well-being of their subordinates?” Expanded upon, is this question, in the book, Leaders Eat Last and the purpose of this essay is to further analyze and summarize that book. An effective leader is a person who is able to selflessly lead others, while maintaining a level of motivation for those who are working to accomplish a common task. Great leaders, such as Army Officers, effectively utilize various techniques, which collaboratively will help better that leader’s intended outcomes. A leader who intends to encourage subordinates must ensure that he or she expresses appropriate and plausible direction to others. This style of leadership, when used correctly, can help form the most effective organizations. Even though leaders must occasionally maintain a stringent organization, they must ensure that an optimal work environment is in place for their subordinates because of the psychological, philosophical and physiological effects that leaders have on their subordinates.

The topic of leadership evokes curiosity about our leaders and their approaches in decision making, leadership styles and the effectiveness of their leadership. At time leaders are critiqued for their actions or views on different business affairs. In today’s working environment leaders set the tone, vision, and goals of any organization. Leadership has a huge impact on the culture of an organization and how people communicate within the organization (Northouse, 2009). The actions of leaders should inspire and positively impact their followers. The approach of leaders in handling adversities highlights many features of their character.

When I read the two articles “Becoming the Boss” and “A Survival Guide for Leaders”, I noticed various differences between the two. While both articles consist of tips and advice for leaders, they go about that in two diverse ways. From the one article read, leadership is made out to be an abundance of responsibility, while the other article starts by describing leadership as dangerous and risky. Although responsibility and danger come with both good and bad in this case, I felt very differently about the separate articles. However, in both readings there were things I liked and disliked, and many things I would remember for future reference.