...This is a rather interesting question because I have served in the military and now being on the civilian side, I have had the fortunate and unfortunate opportunities to be around and communicate with many different leaders. What I have learned over the years is in order to be an “effective” leader one must possess the qualities of both a powerful and controlling leader. In order to be a “good leader” one must know how to use both qualities efficiently and effectively in the appropriate situation. A good leader has the ability to invoke calm to their subordinates in the midst of a storm, to rein control without micro managing, to be demanding and a disciplinarian without demeaning their subordinates, and most importantly to empower and inspire...
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...Background Summary The United States (US) military has a rich history, which has paved the way for civilian societal advancements. Development of the military has a span of over two centuries starting with the creation of the Continental Army in 1775 under the command of General George Washington to what is now a current day War on Terrorism where specialized branches of the military are divided into subcultures that include the Army, Navy, Marine Corps, Air Force, and Coast Guard. Notable leaders include General Colin Powell, an American-Statesman and retired four Star General in the United States Army who is considered one of the most popular and admired leaders in America. Douglas MacArthur, an autocratic leader who was an American 5...
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...Leadership, Management and Command: The Officer’s trinity.[1] W B Howieson & H Kahn The acts of leading, managing and commanding (based on either philosophy or practice) have had to adapt throughout the history of the Royal Air Force, in concert with changing environments; these acts will have to change again in the 21st century and will require new skills, new attitudes and differing perspectives of the Officer’s trinity. INTRODUCTION There is a plethora of literature on leadership, management and command. In the civilian (business) market, there are – literally – thousands of books on leadership; management; and leadership and management as a ‘dual’ concept. However, there are no books in the business market on what the military call ‘command’.[i] In contrast, in the military domain, there are an equal amount of books on leadership; command; and leadership and command together. However, very little has been written – to date – about military management; this represents a very serious limitation. New business practices and performance management systems now require capable senior managers and leaders and private sector organizations have found clear strategic benefit in providing a structured approach to the developmental needs of senior executives. Although it is recognized that leadership, management and command are closely related (especially in the military environment), comparatively little has been written on the nature and practice...
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...Traits (Five Factor Model-FFM) and Transformational Leadership Yunita Agustian Minjalnis (1121200127) Fatima Al-Qadhibi (1121200083) Aurora Noor Aisa (1121200128) Vasantakumaren Seri Ramalo (1111200145) Assoc. Prof. Dr. Chong Chin Wei – DBA/PhD/MPhil Malaysia 26th December 2012 MULTIMEDIA UNIVERSITY INTRODUCTION Are you born to be a leader? Are you a “natural”? Or is leadership a set of behaviors and competencies that anyone can develop, given the right experiences, circumstances, and training? Since the 1960s, researchers have examined whether there is a relationship between the basic agreed-on factors that make up personality and leadership. The Big Five personality factors are Conscientiousness, Agreeableness, Neuroticism, Openness, and Extraversion, which some researchers have labelled the CANOE personality model as an easy aid to remembering each factor (Bligh, 2009). As Tejeda (2001) asserts, “the past two decades have witnessed a great deal of scholarly attention transformational leadership behavior, which is currently the most widely accepted leadership paradigm” (as cited in Rubin, Munz, & Bommer, 2005, p.845). Transformational leadership behavior represents the most active/effective form of leadership, a form in which leaders are closely engaged with followers, motivating them to perform beyond their transactional agreements. Barling, Weber, and Kelloway (1996) demonstrated that some transformational leadership behaviors can be trained. Thus, an understanding...
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...Ethical Analysis 1 Military Ethics and Values No Name Class Instructor May 7, 2015 Ethical Analysis 2 We have learned in a capitalistic market the measurement of success is the maximization of the shareholders wealth and maximized profit. Personal gains and potential wealth are what drives the economy and therefore affects more than just the corporation themselves. Many regulatory guidance’s have been issued in an attempt to better protect competitors and also consistently stimulate the economy. Without these regulations the competition levels between companies would be so stiff that it could possibly entice the market to gradually move away from the capitalistic market that we enjoy today. Although Thomas W. Dunfee states, "Since the goal of the public corporation is to maximize shareholder wealth, management should take any action necessary to achieve this goal so long as no law is violated", is very true for many corporations this line of thinking does not apply to the United States Military. The Armed Forces have long been regarded by some as the largest organization in the United States. The goal of this organization is not profit or personal gain, rather to insure national security and undisputable freedom. Being of a nation founded on principles that promote both infinite dignity and self-worth, military personnel must always stand ready to carry out these principles. Major corporations expect the maximizing of profit...
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...LEADERSHIP By Dr. John H. Clippinger It is very true that I have said that I considered Napoleon’s presence in the field equal to forty thousand men in the balance. —Duke of Wellington One bad general does better than two good ones. —Napoleon Introduction During the early nineteenth century, Wellington’s and Napoleon’s1 observations made sense. With the onset of battle, communications became muddled, artillery was immobilized, and a commander’s ability to control his forces was limited. Consequently, the leadership of a single general could prove decisive in battle by maintaining clarity of command and control. We are now at a totally different stage of warfare. This not to say that the fog of war has completely lifted, but visibility and synchronized actions, and the speed, precision, and lethality of response is beyond comparison to anything that has preceded it. The battlefield success of the doctrine and technology of Network Centric Warfare was not based upon a single brilliant plan, or a single individual or group, but rather was a property of the network, both technologically and organizationally. As Operation Iraqi Freedom so vividly illustrated,2 battle plans can now be changed very rapidly, affecting all aspects of operations—strategy, tactics, logistics and PSYOPs, operations, kinetics, and all types of forces. The competencies that make NCW a success are network properties; they are no longer solely the province of charismatic leaders or chance...
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...------------------------------------------------- Organization ------------------------------------------------- The IC consists of 17 members (also called elements), most of which are offices or bureaus within federal executive departments.[7] The IC is led by the Director of National Intelligence. * Independent agencies * The Office of the Director of National Intelligence (ODNI) * Central Intelligence Agency (CIA) * United States Department of Energy * Office of Intelligence and Counterintelligence (OICI) * United States Department of Homeland Security * Office of Intelligence and Analysis (I&A) * Coast Guard Intelligence (CGI) * United States Department of State * Bureau of Intelligence and Research (INR) * United States Department of the Treasury * Office of Terrorism and Financial Intelligence (TFI) * United States Department of Defense * Defense Intelligence Agency (DIA) * National Security Agency (NSA) * National Geospatial-Intelligence Agency (NGA) * National Reconnaissance Office (NRO) * Air Force Intelligence, Surveillance and Reconnaissance Agency (AFISRA), National Air and Space Intelligence Center (NASIC) * United States Army Intelligence and Security Command (INSCOM), National Ground Intelligence Center (NGIC) * Marine Corps Intelligence Activity (MCIA) * Office of Naval Intelligence (ONI) * United States Department of Justice ...
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...Organizational Behavior in the Military Christian Milarion, Monique Prado, Brian Eschan, Darien O’Neal Brandman University Business & Professional Studies Organizational Dynamics Professor Daniel C. Brake February 15th 2012 Military Organizational Behavior The purpose of this in-depth analysis is to analyze organizational behavior using a theory based approach, that will compare and contrast organizational behavior experiences in the military from the perspectives given in motivation, communication, power base, and conclude with researching and applying practical application from findings to address organizational issues to include cultural integration techniques needed for recommendation’s and strategies to facilitate better organizational practices. Background Analysis This report will deliver its fair share of analysis with organizational problems that need to be addressed, this report seeks to apply the theories of OB and apply the principles to the military Addressing relevant issues with the design and implementation of military customs and traditions established working conditions of night check versus day, working at night or during normal working hours. People who put in more work hours versus people who work less hours and receive the same compensation. The issues of group dynamics between the aviation mechanic and the aviation technician such as exploring the foundations of group’s behavior, to include shop fighting/unequal treatment/ to policies...
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...720th Special Tactics Strategic Analysis The 720 Special Tactics Group Strategic Analysis Strategic Planning OM 5040 Table of Contents Abstract 3 Introduction 4 Background 4 History 7 Organization 11 Mission statement 13 Mission 13 Mission Task 13 Vision statement analysis 15 Strategic management Application 17 Value Chain 18 Primary Activities 18 Support Activities 19 Translating...
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... ROGERS/10-‐202 Describe the management dilemma— My management dilemma is self-‐serving in that I matured under the traditional approach of leadership, specifically that of the military. Post-‐military, I’m enlightened to find the shared approach to leadership at work and successful. Whereas, my exposure to the individualist focus inherent in leadership research is now a collective activity of my decentralized team. Therefore, the management dilemma is traditional leadership has transformed from a set of individual characteristics to focus on its didactic, shared, and relational character, facing complex social dynamics. This dilemma can be reduced to a research question of: How do team members work together to form and develop leadership in the team context? Create a Proposition or a Hypothesis based on the management dilemma/research question above. The hypothesis or proposition ...
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...service that has both military and civil authority and balances the eleven missions defined in Title 6 of the United States Code -468 (Title 5 U.S.C., 2014)): • Ports, waterways, and coastal security • Drug interdiction • Aids to navigation • Search and rescue • Living marine resources • Marine safety • Defense readiness • Migrant interdiction • Marine environmental protection • Ice operations • Other Law Enforcement (fisheries, etc) It is made up of over 40,000 men and women, active and reserve members that...
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...particular historical time related to Alexander the Great, Arthur Wellesley, U.S. Grant, and Adolph Hitler. The mask of command is a work based on facts, real events, real people, character description, styles, and places separated into four chapters and conclusion. The first chapter, “Alexander the Great and Heroic Leadership”, describe the life, personality and its achievements. Alexander, son of Philip II of Macedon would become known worldwide as founder of Hellenistic world and the most famous general of antiquity what no other could be before or since. The second chapter, “Wellington: the Anti-Hero” examine Wellington’s military career in Britain during the period of his exile in India to its peak of career the defeat of Napoleon at Waterloo. Moreover, John Keegan talk over Wellington’s numerous rewards and later achievements as Prime Minister of Britain. The third chapter, “Grant and Unheroic Leadership” is focused on military growth of Civil War General Ulysses S. Grant starting with the period of being solder to obtaining the position of commander of the Armies of the United States. Grant take place to become a fundamental supporter to the government’s military cabinet and was entitled as the eighteenth president of the United States. The fourth chapter, “False Heroic: Hitler as Supreme Commander”, is focused on Adolph Hitler, the Third Reich, and its tendency to world domination during World War II. The author covers...
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...IMAGES OF CHANGE ANALYSIS Wayne Golding HR587 – Managing Organizational Change Keller Graduate School of Management Summer B 2011 Session Professor Elizabeth Lugo-Martinez Date Submitted: 9/18/2011 Introduction Last year, with the stroke of a pen, President Obama annulled the ‘don’t ask, don’t tell’ law, which prohibited gays and lesbians from serving openly in the military. But there’s been a catch: the ban didn’t take effect immediately. The military leadership and the president must first certify that the change will not hurt troop readiness before it will take effect. While Obama promised to move “swiftly end efficiently,” the military has continued to enforce the ‘don’t ask’ policy during the ramp up period. (Koppel, 2011) The military operates with management as control. This has been a dominant image historically. It is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine: It is up to managers to drive the machine in specific directions, people are told what their roles will be and departments and business units are allocated resources (inputs) so that the machine can perform efficiently and produce the necessary products or services in which it is engaged (outputs). (Palmer, 2008) In this case it is the Commander and Chief of the Armed Forces achieves the intentional change through a combination of Power-coercive and Normative–re-educative strategies...
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...this semester and how it relates to my job in the United States Air Force. For the purpose of this essay, I will focus more on my workplace, which is with the 56th Security Forces Squadron located at Luke Air Force Base, Arizona. Strategic Management: First and foremost, I’ll begin by briefly summarizing what the United States Air Force (USAF) is and the purpose for their existence. The USAF is one of seven uniformed services in the United States. They were initial part of the U.S. Army until 18 September 1947; the day the USAF became a separate branch of the military per National Security Act of 1947. The USAF is a military service within the Department of the Air Force, one of the three military departments of the Department of Defense. The USAF is headed by the civilian Secretary of the Air Force, who is appointed by the President with the advice and consent of the Senate. The highest-ranking military officer in the USAF is the Chief of Staff of the Air Force who exercises supervision over all Air Force units, and serves as a member of the Joint Chiefs of Staff. Our Mission: The mission of the USAF is to fly, fight and win in air, space and cyberspace (USAF, 2014). Core Values: The Air Force (AF) bases these core competencies and distinctive capabilities on a shared commitment to three values: Integrity first, Service before self, and Excellence in all we do (USAF, 2014). The Air Force (AF) like any other major corporation has the following set of goals...
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...organization wants to get ahead and progress ahead of the game, quality leadership practices must be set into place in that organization in order to have a blueprint of knowledge of where they are heading and trying to go business-wise. Although, there can be major role differences in the way that organizations implement their leadership practices, all of the approaches tend to be unified with the desired outcome of improving the organizations efficiency practices and growth in helping the organization to move forward in the direction that they want it to go. A1. Description of the Organization The ACS or Army Community Service center is a one stop family center that focuses on serving military communities all over the world. It was implemented and put into place to offer an array of services that include but is not limited to information and referral systems, relocation assistance programs, orientations and briefings, financial readiness, family advocacy, employment readiness programs, army family team building classes, army family action plans, army volunteer corps, swap and assist shops, food pantries and Christmas shops. These programs in some way shape or form are very important to the military, their families and communities in which they were designed to serve as a helping agent to assist in helping making military family lives to run a little smoother in spite of the different and frequent PCS moves that military families have to face on a recurring basis. The main mission...
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