United States Army War College

As a Senior Enlisted Leader I aspire to develop a better comprehension of strategic issues. Having in-depth knowledge of the complexities behind decisions, processes, and the totality of circumstances is instrumental when addressing matters to Coast Guard field units. Furthermore, this perspective is integral to a Senior Enlisted Leader’s ability to provide timely, complete and reliable counsel to operational and strategic leaders, particularly when making decisions that significantly affect the workforce.

This paper will briefly analyze the case study— Rebecca S. Halstead: Steadfast Leadership, and examine General Rebecca Halstead 's career history and how through her personal attributes, skills, experiences and challenges she developed into a successful leader and commander in the U.S. Army. Although General Halstead faced a number of challenges during her career, this paper will focus primarily on her leadership style and philosophy specifically with leading teams and dealing with difficult bosses.

Self-development is an essential part of mission success and the welfare of the unit. A mission’s success predicates itself on the effective training of each individual. This training is not confined to military training. For example, I am pursuing an M.P.S in Cybersecurity. Doing so provides me with a better understanding of my role as a 35Q in the Army. It also allows me to train my soldiers better. All levels of leadership should

The Balancing Role of the Profession Leaders, is challenging. U.S Army strategic leader’s main objective one, balancing the link of the Army current situation and its future area of operation. Profession leaders understand, if balance is not meet, the Army cannot function at its

For the next 10-15 years, leadership development is critical within the military. Training to develop agile leaders will yield a competitive advantage within both private and public organizations. Importantly, leadership training should mirror as if one would fight in the new Era International Security Environment. Such tenacity will confront limited engagements in the next 10 years, plus a great deal of offensive operations in the 15 years. Therefore, trained leaders are flexible to their changing missions, roles, and responsibilities, thus are more adaptive to compelling new conflicts.

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

They represent a finely balanced combination of high-level thinkers, accomplished warfighters, and geopolitical military experts”. The US Army War College (USAWC) educates and develops leaders for service at the strategic level. It will force you to move from beyond the operational/tactical level to the strategic level. This is be much more difficult than it sounds. For the last 28 years I have been working at the tactical/operational level. I was an enlisted combat engineer, patriot missile officer and now a Chaplain. That is where I’m comfortable and what I know best. Taking in to consideration that I am a Chaplain and not on the exact career path as much of my fellow students. How do I navigate this

The University of Arkansas Fort Smith (UAFS) was established in 1928 as an extension of the public school system in Fort Smith, Arkansas. It was known originally as Fort Smith Junior College until 1950, and it initially only occupied 15 acres. Today, the UAFS campus has approximately thirteen buildings in which classes are held in. There are several buildings that are on campus that do not hold classrooms for learning such as the Smith-Pendergraft Campus Center, the Boreham Library, the Business Center, the Recreation and Wellness Center (RAWC), and the Lion’s Den. There is a total of 66 campus buildings and facilities on and off campus, and there is 1.16 million building square feet maintained by UAFS (“Why UAFS”). Each building on campus illustrates something different; there are several buildings that are new to our campus also. One building that is not new to our campus, but certainly grabs the eye of many students by either a positive or negative way is the building Gardner. Gardner is one of the oldest buildings on the UAFS campus, but besides the unusual layout that can be an inconvenience at times, the building has history, character, and beauty that out ways the negative any day.

During WWII, colleges and universities within the United States, like Hope College, were subject to many short and long term changes in curriculum, campus life, and enrollment. While it is likely that some of the long-term effects of the war may have happened anyway, there’s also a lot of changes that were directly caused by the war. It is the goal of this paper to not only discuss how Hope College changed during World War II, but to also show that World War II was the reason for these changes.

Strategic leaders have acquired the core leader competencies at the lower levels of leadership and are now working at a much more complex level. These leaders are prepared to solve complex problems and thrive in uncertain environments. They have to consider the bigger picture since the decisions made at this level often have a global impact. They do not have to think about an individual battalion or even a corps; they have to think about the army. Their influence reaches out to hundreds of thousands of people. They start to change the way that that the organizational and direct level leaders operate. The ideas being pushed out at this level have been planned for years before the final plan surfaces. These plans will take years to accomplish being as they change the organization as a whole. With a larger influence also comes with a larger range of consequences for ones

When I was a lieutenant, one of my mentors told me that the officers ‘job is first and foremost about leadership. For senior officers, then, one must say everything is about leading strategically. In order to be an effective strategic leader, my self-assessment has led me to focus on the following goals during this academic year at the Air War College (AWC): to improve my understanding of the strategic environment; to learn to be strategically relevant, to shape my ability to communicate effectively at the strategical level.

The main points of this article relate to the changing nature of warfare (think terrorism and advancements in technology) and the adjustments military leaders are obliged to make. Hence, according to the article, leaders must: a) be trained in critical thinking skills; b) be "committed to life-long [and self-directed] learning"; c) be willing to take the initiative to "diagnose" their goals, needs,

General Powell highlights 18 lessons learned in leadership that are applied to successful companies, and how they are applied to leadership in his presentation to the Outreach Program, and the Sears Corporate Headquarters. These approaches can be applied not only in business but life in general. I will highlight three of the lessons that have impacted my career in the military

This reflection paper will cover the lessons that I have learned from the cases and readings. Most importantly it will expand on classroom discussions with Professor Dew and my peers; it is here where I believe that I found the most valuable education. I will conclude with how this course has influenced my way of thinking and how I will plan to apply these acquired Strategic Management lessons in my future assignments and military billets.