The document discusses soldier team development, vision, and commitment and their interdependent relationship in building combat power. It describes the three stages of soldier team development: formation, enrichment, and sustainment. It emphasizes that vision provides purpose and direction that fosters commitment among soldiers to achieve shared goals. Commitment is essential for success, binding teams together to accomplish missions. Developing soldiers as committed team members through shared vision is key to maximizing combat effectiveness.
Steve Prefontaine was a 5'9", 139 pound runner who embodied Nike's competitive spirit through his relentless training and racing style of pushing himself and his competitors to their limits. While most think of famous athletes like Michael Jordan when they think of Nike, the company's employees think of Prefontaine, whose spirit of competing as if each race was a matter of life and death is the cornerstone of Nike's soul. Prefontaine's legendary pursuit of athletic excellence and competitive drive continue to inspire Nike.
The document discusses Phil Jackson's philosophy of leadership in basketball based on his experiences coaching Michael Jordan and the Chicago Bulls. It emphasizes the importance of teamwork over individual players, trusting teammates, maintaining composure under pressure, and empowering everyone on the team to contribute to the group effort. Jackson draws from Zen Buddhism and uses basketball as an analogy for leadership principles like being aware of the present moment and surrendering the ego for the benefit of the team.
This document discusses leadership styles in the U.S. Army. It examines three leadership theories - the trait approach, skills approach, and situational leadership theory. It also discusses the importance of communication in leadership and how leadership styles affect communication. The document notes that organizational commitment in the Army comes from affective commitment, continuance commitment, and normative commitment. It briefly discusses the Army's role in workplace diversity.
Military Leadership
Military Leadership Development
Military Leadership Philosophy Paper
Military Leadership Essay
Army Leader: Characteristics of LDRSHIP Essay
Military Leadership Essay
Military Leadership Role
Military Leadership Styles And Philosophies
Military Leadership Research Paper
Military Leadership Essay
Military Leadership
How To Be A Military Leader Essay
Army Leadership Style Essay
Military Leadership Philosophy
Military Leadership
Military Leadership
Army Leadership Levels
Military Leadership
Military Leadership Examples
Military Leadership
Envisioning Leadership Beyond the Battlefield. How do you do it SorensonGeorgia Sorenson
The document summarizes the author's experience as a professor at the US Army War College, where senior Army leaders are trained. Some key lessons about leadership that the author learned from the Army include:
1) The Army pioneered the study of leadership and places great emphasis on developing leadership skills through various schools and training programs.
2) Processes like the After Action Review help the Army continuously learn and improve through reflection on successes and failures.
3) The concept of "Commander's Intent" provides strategic guidance while allowing flexibility in implementation.
4) Understanding different perspectives, including that of an enemy, is important for strategic thinking and devising effective counterstrategies.
The document discusses the seven Army values of loyalty, duty, respect, selfless service, honor, integrity, and personal courage. It explains each value in detail, with loyalty defined as bearing true faith and allegiance to the U.S. Constitution, the Army, and other soldiers. Duty is fulfilling obligations, respect is treating people as they should be treated, and selfless service is putting the welfare of others above your own. Honor involves living up to Army values, integrity is doing what is right legally and morally, and personal courage is facing fear and adversity. All soldiers are drilled on these seven core values from the beginning of their training.
The document discusses different levels of leadership in the Army: direct, organizational, and strategic. Direct leadership involves leading a small team face-to-face and influencing them indirectly through subordinates. Organizational leadership establishes policies and climate to support subordinate leaders. Strategic leadership prepares large commands for future roles by applying core competencies from direct and organizational leadership. An effective leader understands and practices these qualities at their operational level.
Steve Prefontaine was a 5'9", 139 pound runner who embodied Nike's competitive spirit through his relentless training and racing style of pushing himself and his competitors to their limits. While most think of famous athletes like Michael Jordan when they think of Nike, the company's employees think of Prefontaine, whose spirit of competing as if each race was a matter of life and death is the cornerstone of Nike's soul. Prefontaine's legendary pursuit of athletic excellence and competitive drive continue to inspire Nike.
The document discusses Phil Jackson's philosophy of leadership in basketball based on his experiences coaching Michael Jordan and the Chicago Bulls. It emphasizes the importance of teamwork over individual players, trusting teammates, maintaining composure under pressure, and empowering everyone on the team to contribute to the group effort. Jackson draws from Zen Buddhism and uses basketball as an analogy for leadership principles like being aware of the present moment and surrendering the ego for the benefit of the team.
This document discusses leadership styles in the U.S. Army. It examines three leadership theories - the trait approach, skills approach, and situational leadership theory. It also discusses the importance of communication in leadership and how leadership styles affect communication. The document notes that organizational commitment in the Army comes from affective commitment, continuance commitment, and normative commitment. It briefly discusses the Army's role in workplace diversity.
Military Leadership
Military Leadership Development
Military Leadership Philosophy Paper
Military Leadership Essay
Army Leader: Characteristics of LDRSHIP Essay
Military Leadership Essay
Military Leadership Role
Military Leadership Styles And Philosophies
Military Leadership Research Paper
Military Leadership Essay
Military Leadership
How To Be A Military Leader Essay
Army Leadership Style Essay
Military Leadership Philosophy
Military Leadership
Military Leadership
Army Leadership Levels
Military Leadership
Military Leadership Examples
Military Leadership
Envisioning Leadership Beyond the Battlefield. How do you do it SorensonGeorgia Sorenson
The document summarizes the author's experience as a professor at the US Army War College, where senior Army leaders are trained. Some key lessons about leadership that the author learned from the Army include:
1) The Army pioneered the study of leadership and places great emphasis on developing leadership skills through various schools and training programs.
2) Processes like the After Action Review help the Army continuously learn and improve through reflection on successes and failures.
3) The concept of "Commander's Intent" provides strategic guidance while allowing flexibility in implementation.
4) Understanding different perspectives, including that of an enemy, is important for strategic thinking and devising effective counterstrategies.
The document discusses the seven Army values of loyalty, duty, respect, selfless service, honor, integrity, and personal courage. It explains each value in detail, with loyalty defined as bearing true faith and allegiance to the U.S. Constitution, the Army, and other soldiers. Duty is fulfilling obligations, respect is treating people as they should be treated, and selfless service is putting the welfare of others above your own. Honor involves living up to Army values, integrity is doing what is right legally and morally, and personal courage is facing fear and adversity. All soldiers are drilled on these seven core values from the beginning of their training.
The document discusses different levels of leadership in the Army: direct, organizational, and strategic. Direct leadership involves leading a small team face-to-face and influencing them indirectly through subordinates. Organizational leadership establishes policies and climate to support subordinate leaders. Strategic leadership prepares large commands for future roles by applying core competencies from direct and organizational leadership. An effective leader understands and practices these qualities at their operational level.
Running head ARMY LEADER ATTRIBUTES 1ARMY LEADER ATTRIBUTES.docxtoddr4
Running head: ARMY LEADER ATTRIBUTES 1
ARMY LEADER ATTRIBUTES 6
Army Leader Attributes
Yehyun Park
BLC Class
09/16/2018
Army Leader Attributes
Army leader is an individual with strong intellectual capacity, presence, character, competencies, and serves as the role model to others. Army leadership encompasses the ability of an individual to take up the responsibility to lead, guide, and motivate other individuals or a team to accomplish the mission of the Army. Army leaders experience challenges in their work jurisdiction that usually demand a wide range of knowledge, skills, abilities, and other traits. The honor of serving a country as an Army leader requires passion, dedication, and undivided attention to develop the best plan that will yield positive results. The Army doctrine reference publication (ADRP) 6-22 exudes the leadership principles and describes both the attribute and leadership competencies that govern Army leaders.
The Army is an institution built on mutual trust and confidence. The leaders guide his teams to accomplish the mission successfully. Army leaders are to act decisively and command, within the purpose and intent set by the superiors to accomplish the mission. The Army is made of a team of lenient individual entrusted to perform certain task following the base command rule as ascertained in the hierarchy of power. The intention of an Army leader should always focus on how to inspire and improve the organization for a better future. Army leader is the most important aspect of Army leadership doctrine. In order to develop desired attributes associated with character, presence, and intellect, the Army leader is required to acknowledge the need of having consistent self-awareness and commit to lifelong learning.
The character is one of the core foundations for being an Army leader and comprises of moral and ethical qualities above reproach. The moral and ethics create a distinction that empowers and motivates the leader to commit to doing the right thing no matter the circumstance or consequences. Successful leadership depends entire on traits such as values, empathy, discipline and services ethos. Army values comprise personal values, standard, principles, and qualities nurtured from childhood with a desire to serve. The most influential Army values include loyalty, respect, duty, honor, integrity, personal courage, and self-service. Army leaders demonstrate a high level of empathy that helps to relate, share feelings, and understand each other. With deeper understanding, Army leader is well equipped to anticipate feelings of others and envision the impact of their action or decision on their teams. Self-discipline or the ability to control individual behavior by doing the right thing at all times falls under character. Self-disciple drives the Army leader by having mindset aimed at practice sustained and systematic actions to enable the organization to perform military function smoothly. Wa.
The document discusses leadership development in the military, noting that it is critical to the military's mission and objectives. It states that embracing leadership fosters an agile culture and helps achieve strategic goals, as people desire quality leadership to assist with personal and professional development. Effective leaders provide a clear vision, motivate high performance, and treat people respectfully, fairly and ethically. Military leadership training over the next 10-15 years will focus on developing agile leaders and mirroring the challenges of the new international security environment.
This document discusses the importance of positive leadership in the Navy. It outlines seven guiding principles for positive leadership: 1) Power of Positive, 2) Passion with Compassion, 3) Pride Projection, 4) Empowerment, 5) Projecting a Positive Attitude, 6) Success Education, and 7) Understanding Influence. Navy leaders are encouraged to mentor sailors, set a good example, empower others, maintain a positive attitude, educate on success, and understand how their leadership influences others. Positive leadership can boost morale and better prepare sailors to meet expectations.
The Chief of Staff of the Army announced that the Army will reduce its number of brigade combat teams from 45 to 33 by the end of fiscal year 2017 due to force restructuring under the Budget Control Act of 2011. Ten brigade combat teams based in the continental United States will be inactivated, with one BCT being eliminated from each of the following installations: Fort Bliss, Texas; Fort Bragg, N.C.; Fort Campbell, Ky; Fort Carson, Colo.; Fort Drum, N.Y.; Fort Hood, Texas; Fort Knox, Ky.; Fort Riley, Kan.; Fort Stewart, Ga., and Joint Base Lewis-McChord, Wash. The Army's active duty end strength will also be reduced by 14
This document provides information about the Infantry magazine, which is published quarterly by the U.S. Army Infantry School at Fort Benning, Georgia. It discusses the purpose and content of the magazine, as well as distribution details. It also lists the commandant and editor of the magazine, and provides publishing details such as the volume and issue number.
This document discusses the concepts of "Be, Know, Do" as the foundation of military leadership. It provides examples of how great historical leaders embodied these concepts through their character, knowledge, and actions. Specifically:
- "Be" refers to a leader's character and strengths/weaknesses. Great leaders like George Washington and Abraham Lincoln exemplified strong moral character.
- "Know" means having knowledge and experience to guide others. Leaders must continuously expand their knowledge through education.
- "Do" refers to taking action and using one's knowledge and strengths. Effective leaders take initiative and make decisions in the best interests of their organization.
The document emphasizes that true leadership requires setting an example, caring for
The document outlines an army soldier's leadership philosophy which they developed over their six years of service. The soldier believes in establishing a clear vision, being organized, leading by example through participation in activities with soldiers, and setting tangible goals to keep everyone focused on achieving success. The leadership philosophy defines who the soldier is as an individual, soldier, and leader, and they will continuously reflect and develop themselves to improve.
Battalion-Level Leader Development OverviewSteadman1005
The document outlines the agenda and goals for a briefing on leader development within the 2/3 Cavalry Regiment for fiscal year 2012. It discusses defining leadership and the importance of developing leaders. The briefing covers the Army's model for basic leader development and outlines the regiment's planned focus areas for each quarter of the fiscal year, including management, technical competency, and tactical competency. It emphasizes developing adaptive leaders through structured education programs targeting command teams, junior officers, and NCOs.
The 72nd Electronic Security Battalion faced leadership challenges as it transitioned to a new mission. The battalion commander, LTC Smith, restructured the command post to improve effectiveness and task coordination. He also developed new standard operating procedures and training programs. As a result, the 72nd ESB enhanced its capabilities and better accomplished its signals intelligence mission.
When LTC John Smith assumed command of the 72nd Electronic Security Battalion (ESB) in 2015, the unit was in the midst of transitioning to a new signals intelligence collection mission. This transition presented several leadership challenges. The 72nd ESB's organization and
Running head GUIDED JOURNAL1GUIDED JOURNAL4.docxcowinhelen
Running head: GUIDED JOURNAL 1
GUIDED JOURNAL 4
Guided Journal 1
Guided Journal
1. Current Self: Key Competencies and Accomplishments
As a First Sergeant in the United States Army, I have managed to realize various accomplishments and competencies. For instance, during the period that I served as an Operation Sergeant I presided over the task of disseminating intelligence information to subordinate units and other concerned government bodies. Thus, I received the 28th Infantry Division unit award for the important role that I played in providing key analytical contributions to the intelligence evaluations and quality control for the troop’s intelligence summary. In addition, I took the lead in various operations meant at wiping out terrorist groups and establishments in the Northern part of Iraq. In the process, I distinguished myself through the efforts and steps that I took to make sure that my troops effectively maneuvered through the enemy’s landscape in a timely fashion. I also performed my duties excellently to ensure that national and organic assets were well coordinated and to offer up to date data to my field forces as we moved across the enemy’s landscape.
Prior to my retirement, I received commendations from many leaders for the exceptional performance when I showcased my situational problem-solving and analytical capabilities, professionalism, as well as integrity in all situations during operations in Afghanistan and Iraq. On top of that, I have gained expertise in sticking to safety standards and policies that have been established in the Department of the Army Safety Manual. For that reason, I was lauded as one of the sergeants whose forces reported minimal accidents and safety problems while in operations. Apart from these skills, I am a competent diplomat. I hold the view that the concept of diplomacy is in line with the need to collaborate and encourage participation of various key parties involved in coming up with and implementing the operational processes ahead of fruitful completions.
2. Emerging Self
Being a retired sergeant, I envision myself in a situation where I will be mentoring others to improve their talents and capabilities in the military. This requires communication skills, which I have not fully developed. Discovering authentic leadership needs devotion to developing oneself (George et al. 2007). My interest in improving my communication skills rests in the fact that I am likely to actively take part in activities that require a lot of public speaking. This is because I have received many invitations from my former military units to provide mentoring lessons to upcoming sergeants. Therefore, I am looking forward to becoming a good orator. I hold the view that the key to improving one’s skills is to actively practice consistently. In the same vein, I look forward to practice the art of public speaking. One of the ways that I intend to go about this challenging task is to take the opportunity to e ...
EFFECTIVE LEADERSHIP STYLESUnited States ArmyEffective Leade.docxtoltonkendal
EFFECTIVE LEADERSHIP STYLES
United States Army
Effective Leadership Styles
We Were Soldiers Once…And Young
John Zappala
7/11/2014
Good selection of the flick
MSA 601 Central Michigan University; Professor John Zappala
As our text points out (p. 71) those visionary and inspirational charismatic leaderswho are good team builders generally do the best. (Kinicki & Fugate, 2012). One of the great leaders of our time, possessing many identifiable leadership qualities that I believe to be charismatic is Lieutenant General (Ret.) Hal Moore. LG Moore wrote the book We Were Soldiers Once….and Young with the journalist James Galloway. I am going to explore his effective leadership style, reflect leadership theories from our text to his style and point out how this can be applied to other organizations for mission accomplishment. LG Moore wrote the book on the business of leadership. Good start
A brief refresher of the conflict. On November 14, 1965, a then LTC Moore led 1st Battalion, 7th Cavalry Regiment, 1st Cavalry Division in a week long battle in the Ia Drang valley of Vietnam. This was the first battle of the Vietnam War to pit Americans directly against the Vietcong and the first time that air assault and air mobility was used by the US Army. LTC Moore’s leadership style aided in his unit being able to persevere in battle despite the overwhelming odds of being greatly outnumbered by the enemy. (Moore (Ret.) & Galloway, 1992)
Our text explains how a team of researchers found that good leaders were perceived as exhibiting certain behaviors (p. 91): (1) assigning specific tasks to group members, (2) telling others that they had done well, (3) setting specific goals for the group, (4) letting other group members make decisions, (5) trying to get the group to work as a team, and (6) maintaining definite standards of performance. (Kinicki & Fugate, 2012) LG Moore displayed that he possesses qualities that directly relate to these behaviors throughout the book. LG Moore had a vision, he imparted confidence, he had compassion, he setting high standards, he was flexible, he was prepared, he never asked of his men what he himself would not do and always, always, lead from from the front. He conscientiously applied his philosophy as displayed when he flew into the Ia Drang on the first helicopter and flew out only when the very last of his men was removed from the landing zone. (Moore (Ret.) & Galloway, 1992)
In a video produced by the US Army LG Moore explains his 4 principles of Leadership as he adhered to them during the battle outlined in the book We Were Soldiers (Head Buttler):
“Principle #1: 3 Strikes…and You’re Not Out. Leaders must constantly display the will to win, by their actions, words, tone of voice, and look in their eyes…no matter what. Inspire confidence and be visible on the battlefield.
Principle #2: There is always one more thing to do to influence any situation in my favor, and after that one more thing, a.
The document discusses the seven core Army values: loyalty, duty, respect, selfless service, honor, integrity, and personal courage. It provides definitions and explanations for each value, emphasizing how living by these values builds character and defines a soldier. Integrity involves doing what is morally and legally right. Personal courage involves facing fear, danger, or adversity through actions or by making unpopular moral decisions. Overall, the values are taught to help soldiers make honorable decisions and solidify good habits.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
CH Carter mentoringphilosophy 9 SEP 2015rob carter
This document outlines the brigade chaplain's philosophy of leadership and mentorship for unit ministry teams and commanders in the 333rd MP Brigade. Key points include:
- The chaplain's role is to provide religious support by nurturing the living, caring for the wounded, and honoring the dead.
- Leadership is based on influence, purpose, motivation and direction to accomplish the mission. Chaplains have a unique position of authority and responsibility.
- It is important for chaplains, candidates, and assistants to maintain their own spiritual growth through faith community participation and daily spiritual disciplines.
- The chaplain believes in delegating authority to subordinate leaders and empowering them to accomplish missions in their own
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
More Related Content
Similar to Soldier Team Development Vision and Commitment
Running head ARMY LEADER ATTRIBUTES 1ARMY LEADER ATTRIBUTES.docxtoddr4
Running head: ARMY LEADER ATTRIBUTES 1
ARMY LEADER ATTRIBUTES 6
Army Leader Attributes
Yehyun Park
BLC Class
09/16/2018
Army Leader Attributes
Army leader is an individual with strong intellectual capacity, presence, character, competencies, and serves as the role model to others. Army leadership encompasses the ability of an individual to take up the responsibility to lead, guide, and motivate other individuals or a team to accomplish the mission of the Army. Army leaders experience challenges in their work jurisdiction that usually demand a wide range of knowledge, skills, abilities, and other traits. The honor of serving a country as an Army leader requires passion, dedication, and undivided attention to develop the best plan that will yield positive results. The Army doctrine reference publication (ADRP) 6-22 exudes the leadership principles and describes both the attribute and leadership competencies that govern Army leaders.
The Army is an institution built on mutual trust and confidence. The leaders guide his teams to accomplish the mission successfully. Army leaders are to act decisively and command, within the purpose and intent set by the superiors to accomplish the mission. The Army is made of a team of lenient individual entrusted to perform certain task following the base command rule as ascertained in the hierarchy of power. The intention of an Army leader should always focus on how to inspire and improve the organization for a better future. Army leader is the most important aspect of Army leadership doctrine. In order to develop desired attributes associated with character, presence, and intellect, the Army leader is required to acknowledge the need of having consistent self-awareness and commit to lifelong learning.
The character is one of the core foundations for being an Army leader and comprises of moral and ethical qualities above reproach. The moral and ethics create a distinction that empowers and motivates the leader to commit to doing the right thing no matter the circumstance or consequences. Successful leadership depends entire on traits such as values, empathy, discipline and services ethos. Army values comprise personal values, standard, principles, and qualities nurtured from childhood with a desire to serve. The most influential Army values include loyalty, respect, duty, honor, integrity, personal courage, and self-service. Army leaders demonstrate a high level of empathy that helps to relate, share feelings, and understand each other. With deeper understanding, Army leader is well equipped to anticipate feelings of others and envision the impact of their action or decision on their teams. Self-discipline or the ability to control individual behavior by doing the right thing at all times falls under character. Self-disciple drives the Army leader by having mindset aimed at practice sustained and systematic actions to enable the organization to perform military function smoothly. Wa.
The document discusses leadership development in the military, noting that it is critical to the military's mission and objectives. It states that embracing leadership fosters an agile culture and helps achieve strategic goals, as people desire quality leadership to assist with personal and professional development. Effective leaders provide a clear vision, motivate high performance, and treat people respectfully, fairly and ethically. Military leadership training over the next 10-15 years will focus on developing agile leaders and mirroring the challenges of the new international security environment.
This document discusses the importance of positive leadership in the Navy. It outlines seven guiding principles for positive leadership: 1) Power of Positive, 2) Passion with Compassion, 3) Pride Projection, 4) Empowerment, 5) Projecting a Positive Attitude, 6) Success Education, and 7) Understanding Influence. Navy leaders are encouraged to mentor sailors, set a good example, empower others, maintain a positive attitude, educate on success, and understand how their leadership influences others. Positive leadership can boost morale and better prepare sailors to meet expectations.
The Chief of Staff of the Army announced that the Army will reduce its number of brigade combat teams from 45 to 33 by the end of fiscal year 2017 due to force restructuring under the Budget Control Act of 2011. Ten brigade combat teams based in the continental United States will be inactivated, with one BCT being eliminated from each of the following installations: Fort Bliss, Texas; Fort Bragg, N.C.; Fort Campbell, Ky; Fort Carson, Colo.; Fort Drum, N.Y.; Fort Hood, Texas; Fort Knox, Ky.; Fort Riley, Kan.; Fort Stewart, Ga., and Joint Base Lewis-McChord, Wash. The Army's active duty end strength will also be reduced by 14
This document provides information about the Infantry magazine, which is published quarterly by the U.S. Army Infantry School at Fort Benning, Georgia. It discusses the purpose and content of the magazine, as well as distribution details. It also lists the commandant and editor of the magazine, and provides publishing details such as the volume and issue number.
This document discusses the concepts of "Be, Know, Do" as the foundation of military leadership. It provides examples of how great historical leaders embodied these concepts through their character, knowledge, and actions. Specifically:
- "Be" refers to a leader's character and strengths/weaknesses. Great leaders like George Washington and Abraham Lincoln exemplified strong moral character.
- "Know" means having knowledge and experience to guide others. Leaders must continuously expand their knowledge through education.
- "Do" refers to taking action and using one's knowledge and strengths. Effective leaders take initiative and make decisions in the best interests of their organization.
The document emphasizes that true leadership requires setting an example, caring for
The document outlines an army soldier's leadership philosophy which they developed over their six years of service. The soldier believes in establishing a clear vision, being organized, leading by example through participation in activities with soldiers, and setting tangible goals to keep everyone focused on achieving success. The leadership philosophy defines who the soldier is as an individual, soldier, and leader, and they will continuously reflect and develop themselves to improve.
Battalion-Level Leader Development OverviewSteadman1005
The document outlines the agenda and goals for a briefing on leader development within the 2/3 Cavalry Regiment for fiscal year 2012. It discusses defining leadership and the importance of developing leaders. The briefing covers the Army's model for basic leader development and outlines the regiment's planned focus areas for each quarter of the fiscal year, including management, technical competency, and tactical competency. It emphasizes developing adaptive leaders through structured education programs targeting command teams, junior officers, and NCOs.
The 72nd Electronic Security Battalion faced leadership challenges as it transitioned to a new mission. The battalion commander, LTC Smith, restructured the command post to improve effectiveness and task coordination. He also developed new standard operating procedures and training programs. As a result, the 72nd ESB enhanced its capabilities and better accomplished its signals intelligence mission.
When LTC John Smith assumed command of the 72nd Electronic Security Battalion (ESB) in 2015, the unit was in the midst of transitioning to a new signals intelligence collection mission. This transition presented several leadership challenges. The 72nd ESB's organization and
Running head GUIDED JOURNAL1GUIDED JOURNAL4.docxcowinhelen
Running head: GUIDED JOURNAL 1
GUIDED JOURNAL 4
Guided Journal 1
Guided Journal
1. Current Self: Key Competencies and Accomplishments
As a First Sergeant in the United States Army, I have managed to realize various accomplishments and competencies. For instance, during the period that I served as an Operation Sergeant I presided over the task of disseminating intelligence information to subordinate units and other concerned government bodies. Thus, I received the 28th Infantry Division unit award for the important role that I played in providing key analytical contributions to the intelligence evaluations and quality control for the troop’s intelligence summary. In addition, I took the lead in various operations meant at wiping out terrorist groups and establishments in the Northern part of Iraq. In the process, I distinguished myself through the efforts and steps that I took to make sure that my troops effectively maneuvered through the enemy’s landscape in a timely fashion. I also performed my duties excellently to ensure that national and organic assets were well coordinated and to offer up to date data to my field forces as we moved across the enemy’s landscape.
Prior to my retirement, I received commendations from many leaders for the exceptional performance when I showcased my situational problem-solving and analytical capabilities, professionalism, as well as integrity in all situations during operations in Afghanistan and Iraq. On top of that, I have gained expertise in sticking to safety standards and policies that have been established in the Department of the Army Safety Manual. For that reason, I was lauded as one of the sergeants whose forces reported minimal accidents and safety problems while in operations. Apart from these skills, I am a competent diplomat. I hold the view that the concept of diplomacy is in line with the need to collaborate and encourage participation of various key parties involved in coming up with and implementing the operational processes ahead of fruitful completions.
2. Emerging Self
Being a retired sergeant, I envision myself in a situation where I will be mentoring others to improve their talents and capabilities in the military. This requires communication skills, which I have not fully developed. Discovering authentic leadership needs devotion to developing oneself (George et al. 2007). My interest in improving my communication skills rests in the fact that I am likely to actively take part in activities that require a lot of public speaking. This is because I have received many invitations from my former military units to provide mentoring lessons to upcoming sergeants. Therefore, I am looking forward to becoming a good orator. I hold the view that the key to improving one’s skills is to actively practice consistently. In the same vein, I look forward to practice the art of public speaking. One of the ways that I intend to go about this challenging task is to take the opportunity to e ...
EFFECTIVE LEADERSHIP STYLESUnited States ArmyEffective Leade.docxtoltonkendal
EFFECTIVE LEADERSHIP STYLES
United States Army
Effective Leadership Styles
We Were Soldiers Once…And Young
John Zappala
7/11/2014
Good selection of the flick
MSA 601 Central Michigan University; Professor John Zappala
As our text points out (p. 71) those visionary and inspirational charismatic leaderswho are good team builders generally do the best. (Kinicki & Fugate, 2012). One of the great leaders of our time, possessing many identifiable leadership qualities that I believe to be charismatic is Lieutenant General (Ret.) Hal Moore. LG Moore wrote the book We Were Soldiers Once….and Young with the journalist James Galloway. I am going to explore his effective leadership style, reflect leadership theories from our text to his style and point out how this can be applied to other organizations for mission accomplishment. LG Moore wrote the book on the business of leadership. Good start
A brief refresher of the conflict. On November 14, 1965, a then LTC Moore led 1st Battalion, 7th Cavalry Regiment, 1st Cavalry Division in a week long battle in the Ia Drang valley of Vietnam. This was the first battle of the Vietnam War to pit Americans directly against the Vietcong and the first time that air assault and air mobility was used by the US Army. LTC Moore’s leadership style aided in his unit being able to persevere in battle despite the overwhelming odds of being greatly outnumbered by the enemy. (Moore (Ret.) & Galloway, 1992)
Our text explains how a team of researchers found that good leaders were perceived as exhibiting certain behaviors (p. 91): (1) assigning specific tasks to group members, (2) telling others that they had done well, (3) setting specific goals for the group, (4) letting other group members make decisions, (5) trying to get the group to work as a team, and (6) maintaining definite standards of performance. (Kinicki & Fugate, 2012) LG Moore displayed that he possesses qualities that directly relate to these behaviors throughout the book. LG Moore had a vision, he imparted confidence, he had compassion, he setting high standards, he was flexible, he was prepared, he never asked of his men what he himself would not do and always, always, lead from from the front. He conscientiously applied his philosophy as displayed when he flew into the Ia Drang on the first helicopter and flew out only when the very last of his men was removed from the landing zone. (Moore (Ret.) & Galloway, 1992)
In a video produced by the US Army LG Moore explains his 4 principles of Leadership as he adhered to them during the battle outlined in the book We Were Soldiers (Head Buttler):
“Principle #1: 3 Strikes…and You’re Not Out. Leaders must constantly display the will to win, by their actions, words, tone of voice, and look in their eyes…no matter what. Inspire confidence and be visible on the battlefield.
Principle #2: There is always one more thing to do to influence any situation in my favor, and after that one more thing, a.
The document discusses the seven core Army values: loyalty, duty, respect, selfless service, honor, integrity, and personal courage. It provides definitions and explanations for each value, emphasizing how living by these values builds character and defines a soldier. Integrity involves doing what is morally and legally right. Personal courage involves facing fear, danger, or adversity through actions or by making unpopular moral decisions. Overall, the values are taught to help soldiers make honorable decisions and solidify good habits.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
CH Carter mentoringphilosophy 9 SEP 2015rob carter
This document outlines the brigade chaplain's philosophy of leadership and mentorship for unit ministry teams and commanders in the 333rd MP Brigade. Key points include:
- The chaplain's role is to provide religious support by nurturing the living, caring for the wounded, and honoring the dead.
- Leadership is based on influence, purpose, motivation and direction to accomplish the mission. Chaplains have a unique position of authority and responsibility.
- It is important for chaplains, candidates, and assistants to maintain their own spiritual growth through faith community participation and daily spiritual disciplines.
- The chaplain believes in delegating authority to subordinate leaders and empowering them to accomplish missions in their own
Similar to Soldier Team Development Vision and Commitment (14)
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
1. SOLDIER TEAM DEVELOPMENT, VISION, AND COMMITMENT
Building and Sustaining Combat Power
CSM Robert I. McKinley
In this February 2003 photo, author, CSM Robert I. McKinley (far right) poses with his Senior NCOs of the 5th
Battalion, 52nd Air Defense Artillery. Standing from left to right are SGM Talmadge King, 1SG Cedric Brown, 1SG
Alexander Klamt, 1SG Joseph Hawkins, 1SG John Ezell, 1SG Don Murchison, and 1SG William Young. Kneeling
left to right are 1SG Roel Garcia and 1SG Ruben Lopez-Lugo.
During my 30 years of service in Air Defense Artillery, I served in numerous
leadership positions, including Battalion Command Sergeant Major and Battery First
Sergeant. Early in my career, I struggled as a leader and was frustrated in finding a
way to inspire my Soldiers to perform to the level of their capability, conduct
themselves in a disciplined manner, and take pride in our unit. Determined to
become a more effective leader, I read numerous books on organizational
management and attended several leadership courses. However, it wasn’t until I
earnestly made a concerted effort to know my Soldiers, genuinely listened to their
concerns, and actively sought to understand the underlying causes for their behavior
before I discovered what was truly missing in our organization. What my Soldiers and
unit leadership lacked was commitment. Soldiers who are committed learn their jobs,
enjoy coming to work, stay out of trouble, take initiative, and demonstrate high esprit
de corps. Now, my inherent challenge was how to develop and inspire the
commitment of my Soldiers and leaders to each other and our unit. Inevitably, I found
the answer lies in developing all Soldiers as valued members of a team who mutually
share a common vision that empowers everyone in the organization. Hence, I would
like to share with you my thoughts on Soldier Team Development, vision, and
commitment; along with their interdependent relationship in building and sustaining
our Army’s combat power.
2. SOLDIER TEAM DEVELOPMENT, VISION, AND COMMITMENT
Building and Sustaining Combat Power
CSM Robert I. McKinley
Soldier Team Development. “All United States military doctrine is based on …
the ingenuity of the individual working on his own initiative as a member of a team
and using the most modern weapons and equipment which can be provided him.”
This statement by Lieutenant General Manton S. Eddy, XII Corps Commander,
World War II, describes our previous Army motto, “An Army of One." More
importantly, it defines the vital role of the individual Soldier, serving as a member of a
team in building our Army’s combat power. And that’s what Soldier Team
Development does; it builds combat power by training individual Soldiers as
members of a team who are committed to each other and the accomplishment of a
shared vision.
I will now discuss the three major stages of Soldier Team Development which
include the Formation Stage, the Enrichment Stage, and the Sustainment Stage.
The Formation Stage is the bedrock of Soldier Team Development. The
foundation you lay in this stage will ultimately affect the strength of the team you
build in later stages. Just like the colorful adage my brother Frank, a U.S. Marine
Corps veteran, who fought in Vietnam, always says, “It takes a stronger foundation to
build a church than it does to build an outdoor privy." Start building a rock solid
foundation for your team by fostering a topnotch sponsorship program to welcome,
orient, and integrate your new Soldiers and their families into the unit. Make sure to
resolve their immediate issues in a timely manner and reinforce your team’s
foundation by ensuring your Soldiers and their families understand their vital
importance to the team and its success. Then complete your team’s foundation by
training your new Soldiers on their individual Warrior Tasks and battle drills. Set each
subsequent stage up for success by providing adequate resources, assigning
individual responsibilities, and delegating your authority to empower your
subordinates. Always remember to treat Soldiers and those they cherish with dignity
and respect as valued members of the organization. In return, you will earn their
allegiance, and they will take care of you and the unit’s mission. In keeping with the
words of Frank Barron, “Never take a person’s dignity; it is worth everything to them
and nothing to you”.
During the Enrichment Stage, Soldiers move from questioning everything and
everybody, to trusting themselves, their peers and their leaders. Collective training is
critical during this stage; in fact, it is the most important thing leaders can do to
strengthen their units. Keep in mind that the complexion of every team is different
and dependent upon the makeup of its individual team members. Build upon the
strengths of your Soldiers and train upon their weaknesses, developing their
collective proficiency into combat teams capable of performing their Army mission.
Remember, the basic function of leadership is to provide Soldiers an environment
that fosters mutual trust and respect while building a cohesive team, in which each
person’s unique strength is made productive and each weakness is made irrelevant.
3. SOLDIER TEAM DEVELOPMENT, VISION, AND COMMITMENT
Building and Sustaining Combat Power
CSM Robert I. McKinley
During the Sustainment Stage, Soldiers start to take ownership, exude pride in
belonging, and dedicate themselves to the team’s success. As your team continues
to mature, your Soldiers will demonstrate increased responsibility, self discipline and
initiative; whereas, the conduct of arduous missions will inherently strengthen the
Warrior Ethos bonds between them and their commitment to the unit. The more
successes your Soldiers share, the more confident and cohesive your team will
become. Keep your team in a high state of combat readiness by conducting rigorous
multi-echelon training focused on the unit’s mission essential tasks and wartime
mission. Never forget, the greatest love you can show your Soldiers is to train them
for war; train them better than any adversary they may face in combat, so they will
win decisively and return home safely to their friends and families. In the words of
General George S. Patton Jr., “Wars may be fought with weapons, but they are won
by men and women”. The sweat your Soldiers expend in training today will lessen
the blood they shed in combat tomorrow.
Now that I’ve given you a brief snapshot of Soldier Team Development and its
respective stages, I’d like to address the mutually supporting relationship of vision
and commitment in developing your combat team.
Vision is the strategic leader’s conceptual model of the future. It is how we as
leaders foresee the road ahead, enabling us to anticipate and prepare our combat
teams for the inherent contingencies of tomorrow’s battlefield. Most notably, as we
share our expectations and conceptualization of the future with our Soldiers, vision
conjointly empowers everyone in the organization with a sense of purpose,
motivation, and direction. Once Soldiers understand their role in achieving a shared
destiny which is internalized by all; it creates synergy, inspiration, commitment, and a
sense of belonging in the unit. Hence, vision fosters a climate of Soldier Team
Development while serving as the basis for establishing our organizational and team
goals. Simply stated, vision is like a jigsaw picture puzzle empowering everyone in
the organization with an important piece to play. As each Soldier performs his or her
role and joins their piece of the puzzle, the vision becomes clearer. And just like the
picture on the front of the box, once all the pieces of the puzzle have been joined
together, our vision will become reality.
All great leaders have enormous vision and are able to articulate it in a way which
inspires us to believe and share in their dream. A tremendous example is Dr. Martin
Luther King, whose vision was to create an America which lived up to the true
meaning of its creed: "...that all men are created equal...where people will not be
judged by the color of their skin, but by the content of their character." Who can
forget his immortal speech, "I Have a Dream", in which he shared his vision with us
and inspired us to believe; and now, America is beginning to live his dream. Another
terrific example is Jimmy Valvano, the former basketball coach of the North Carolina
State Wolfpack. In 1983, he inspired his team with the dream of winning the NCAA
Championship, envisioning with his players the phenomenal game his team would
play. The Wolfpack lacked superstars and were 40-point underdogs against the
4. SOLDIER TEAM DEVELOPMENT, VISION, AND COMMITMENT
Building and Sustaining Combat Power
CSM Robert I. McKinley
University of Houston’s Clyde Drexler and Hakeem Olajuwan, yet they won the
NCAA Championship. Jimmy V’s philosophy still holds true today; “…everyone has
to have a dream to be successful.” Successful leaders and teams are not
coincidental; they are the consummate result of setting and achieving personal and
shared goals in support of a common vision.
Commitment is the single most important factor in achievement; hence, an
organization’s overall level of success is substantially determined by the commitment
of its leaders and Soldiers. Without commitment, individuals can’t achieve their
personal goals and units can’t accomplish their missions. Leaders can have great
vision, the best laid battle plans, and the finest-equipped Soldiers; yet, be
unsuccessful because no one is willing to support the plan or their
teammates. Success in combat requires commitment to the goals of the team, its
leaders and each other. Commitment is important because it acts as the glue that
binds combat teams together and gives them the collective strength to accomplish
the impossible. Once we’ve envisioned our course of battle and set our goals, we
must all make an earnest commitment to achieve those goals. In the words of
William Arthur Ward, “If you can imagine it, you can achieve it. If you can dream it,
you can become it.” Soldier Team Development is a journey and commitment is how
we all reach our destination.
As leaders, the quality of our combat teams is directly related to our degree of
commitment to our Soldiers. Just like the story of the chicken and the pig, each one
of us must determine our level of commitment. In providing breakfast, the chicken is
partially committed and supplies us with the eggs; while in contrast, the pig is totally
committed and gives us his life to provide the bacon. In combat, team leaders will
have to make life and death decisions. Hence, all of us must be totally committed like
the pig; willing to give our lives for the good of our team, our nation, and our allies.
In this article, I have discussed the interdependent relationship between Soldier
Team Development, vision, and commitment. As you can see, each element is
essential and mutually dependent upon the other in building and sustaining combat
power. No matter how sophisticated our weapon systems become, our Army’s
ultimate combat power will always remain its courageous and resilient Soldiers led by
leaders with great conceptual vision who are committed to Soldier Team
Development and the accomplishment of a shared dream. In summary, we can
achieve the impossible, if we have the vision, the commitment, and the courage to do
it, together.