...issue of toxic leadership throughout the Army is very real and extremely important. LTG Ulmer’s paper addresses regular Army leaders in general, however this problem also exists in Special Operations community and is harder to combat and identify. This is largely due to the fact that Special Forces (SF) leader, specifically SF officer, posses all the traits that LTG Ulmer identifies as possible toxic leader traits and indicators. For example, LTG Ulmer mentions that most of Army’s toxic leaders are energetic, “go getters”, know how to meet their superior’s intent, career driven, and short-term goal oriented. Those qualities describe not just an average, but also a good SF leader. Special Forces officers are energetic, because they love their job, just like every Special...
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...management foundations having been established the Army may not exist as we know and understand it today. Leaders must not only understand these theories but know themselves, their responsibility and their soldiers to fully incorporate these theories while evolving with the times and changes in the working environment. Our reading material states that in the late 1800”s “Henri Foyal was one on the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management: (1) planning, (2) organizing, (3) commanding, (4) coordinating, and (5) controlling” (Carpenter, Bauer & Erdogan, 2013, p. 68). This is also relative to the P-O-L-C framework which has survived the test of time and is used in business 125 years later. This basis is the foundation for running a successful profitable business. With that being said, managers must take this model and use it with innovation and creativity. The P-O-L-C does not only have success in the civilian business world but also in the military. I have now served for a total of 25 years and have been promoted to the rank of Master Sergeant/1st Sergeant. This is the same rank; the title just has different responsibilities. Growing up in the military and advancing through each rank I had to prove myself to the leadership that I could plan, organize, lead and control those that I would be responsible for. If you want to be successful in the Army, you should always try to understand and master...
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...roles in the Union's victory over the equally manned Confederate forces at Fort Donelson. These factors include toxic leadership, unclear guidance, sense of duty, technology/perception, and premature sense of victory. Although, both sides had several issues these are the ones that I feel stood out in the video, battle analysis and classroom discussion. Furthermore, I can relate these to personal experiences over my career. As illustrated by our instructor there was toxic leadership and unclear guidance on both sides during this encounter. However, the south suffered more from the confusion of command. Although, General Floyd was “technically in command” it was mentioned that he was absent when key decisions had to be made. You must have a clearly established chain of command providing clear guidance and direct leadership in direct contact like this. Leadership must have complete support from the subordinate leaders in order to use the will of the men to progress in battle. We can clearly see that there was lack of communication between the general officers when Buckner delays the attack after Pillow attacked early. Furthermore, General Pillow...
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...An Army leader must possess various skills to positively influence a unit accomplish a desired outcome. The Army Leadership Requirement Model lists 23 sub-elements that are necessary for effective leadership to achieve mission success. What is the most important sub-element? A leader may possess many of the elements listed in the leadership requirement model, but will only be successful if he or she can demonstrate interpersonal tact by recognizing diversity and demonstrating self-control, balance and emotional stability. An effective leader must be able to work with diverse populations of people. Our Army is composed of soldiers from all parts of the world and civilians with no military experience. Armed with this knowledge, leaders must continue to educate themselves on the differing cultures and understand the varied capabilities that each bring. Leaders that acknowledge these differences will be able to build trusting relationships and create positive climates in which subordinates are willing to give meaningful feedback. Positive climates have beneficial effects on motivation, communication, teamwork, and performance. Leaders that exemplify dignity and respect are able to influence others through motivation...
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...taught anyone can be put in a leadership position but not everyone can be a leader of people. The army has the whole “provide purpose, direction and motivation to accomplish the mission," but I think there’s more to that. The army definition is for providing leadership to the soldier in front of you but not to the masses and that’s the leadership style I wish to have. I want to be able to inspire the masses in believing what I am preaching. When I first arrived at Fort Sill I was assigned one soldier then over time I began to have more soldiers that wanted me as their team leader. I always believed that all these soldiers wanted me as their team leader because I was still a young specialist and I still remembered...
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...Chaplain Maloney discussed how pressures emanating from our obligations, aspirations, and situations affect a leader’s ability to formulate an ethical decision. Problems stemming from our perception and interactions with people, integrity, and career influence and amplify the pressures we feel. Knowledge of the these two areas, the ethical theories and the problems, and how they affect our personal decision to judge right and wrong are essential to ensure a sound ethical code. Understanding the challenges to our obligations, aspirations, and situations will ultimately enable a sound ethical approach to problem solving. The pitfall of rule-oriented obligations exists when two obligations conflict with each other. This condition...
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...Internal and External Factors MGT/230 Internal and External Factors Internal functions are what you can control and External functions are basically what you cannot control. Now, being in the Army is a different ball game when it comes to management. If the boss wants to keep you until 8 pm he can and for no reason as well. In the Army it doesn’t matter about results necessary but about getting the job done on time. As long as the job gets done, the boss is usually happy upstairs. The worst part about the Army is communication, which is huge. Many times I had to stay very late because our Platoon Sergeants did not give the Platoon instructions until 4 to 5 pm sometimes. We then had to rush to get everything finished before a certain time or the Platoon had to stay longer. Organizing has always been a strong suit for the Army, the problem starts with leading. Many leaders in the Army are young and do not have the experience to be leaders in the first place. Leaders vary from individual to individual, I had an amazing leader who taught me how to be the best soldier I could be. Having just one bad leader in a Platoon can be very toxic, sometimes deadly in an Infantry unit. An OP ORDER for the Army is what the functions of management is to a business. Having to go over the situation, mission, execution, signal and support and command and signal. My platoon had to go over an OP ORDER every single mission, that’s an example of good communication. That’s what makes the United...
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...policy on religious accommodations and how it affects grooming standards and uniform practices. It will address varying types of religions and the different types of accommodations that they carry with them. Leaders today must be fluid and able to tailor their leadership style in order to create a formidable fighting force while also catering to each individual's rights to freedom of religion. With multiple religions and practices, as leaders we must keep up with the standards and regulations that accompany them. However, the numerous types of religions and the lack of guidance can deny a leader the ability to formulate discipline amongst the ranks through one standard across the board...
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...Italian lawyer, Gabriele de Mussis, recorded what happened next: "The whole army was affected by a disease which overran the Tartars [Mongols] and killed thousands upon thousands every day….[the Mongol leader]ordered corpses to be placed in catapults and lobbed into the city in hopes that the intolerable stench would kill everyone inside." Some citizens of the city that was under siege, Kaffa, became infected, and they fled to Genoa. At the time that they reached Genoa in 1347, Genoa was a bustling trade city. Consequently, the bubonic plague went on to spread throughout Europe among Genoa’s Mediterranean trade routes and ravaged Europe. The Mongol’s attack on the city infected it’s citizens and led to it being spread in Europe. Another event was in the late 1700s when the British were fighting with the Native Americans. In the article, “Colonial Germ Warfare”, the author cites the journal entry of a trader (William Trent) who partook in an interaction with Native Americans that had come to convince the English to surrender. He writes, “Instead, when the Indians were...
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...Leaders and Mentors Throughout 20 years of military service I have seen and experienced many types of leadership styles. I have also had many leaders, good and bad. The introduction to FM 6-22 states, “An ideal Army leader has strong intellect, physical presence, professional competence, high moral character, and serves as a role model” (FM 6-22, 2006). I will describe 3 individuals that fit that example of FM 6-22, and served as a leader and mentor to me. SGT Tackett The first of these leaders was Sergeant (SGT) Tackett. He was my first Squad Leader and first introduction to a role model in the Army. SGT Tackett was my first example of a leader that led by example. One day our squad had latrine cleaning duty. Well needless to say someone...
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...Mao Zedong versus Hannibal There are many famous governors in the world but there is not much who will be a historic. Mao Zedong and Hannibal is one of the governors who still are in the people’s mind. Both of them become a hero of the people. There are many differences between them including their background, the aim of fighting and successful Mao Zedong was born in the family of farmer. Mao was holding an arranged marriage before Mao was runaway children for learning from school but Hannibal was born in family of warrior. He was Cartage solider. Hannibal can learn and become warrior soon. They have different backgrounds but they are salt of the earth. The aim of fighting between Hannibal and Mao are different ways because...
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...What is the assessment’s purpose? To demonstrate my ability as an organizational level leader to evaluate and internalize the ethical concepts presented in E100 and explain how they integrate into the professional military ethic. What must I do? What is the assignment/question? Compose my personal moral philosophy from an organizational perspective drawing from the ethical concepts presented in E100. As an Army Officer, an Aviator, and a Soldier I have done my best to internalize the army ethics, talk the talk and walk the walk, to do what is correct even when no one is looking. The question is who gets to decide what correct looks like? Who gets to set the standards? Am I less of an ethically sound Soldier if I choose to walk from my car to my house without my cover on? Or if I allow toxic leadership in my formations because I don’t have the fortitude to speak up? My opinion is one that is rooted in my belief in God. I was raised in a Catholic home. I am not sure of other religions or other forms of Christianity, but I can speak on the values that have been a part of my life as far back as I can remember. I believe in one God and that he sent his only son for the forgiveness of our sins. I believe and I choose to follow the Ten Commandments and the bible. Not without fault mind you, but, I do the best I can, learn from my mistakes and ask for forgiveness. I do not want to solely center my paper and “moral philosophy” on religion, however, I believe this is where my foundation...
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...CONFIDENCE IN LEADERSHIP THROUGH TRUST AND RESPECT Northcentral University The problem to be investigated is that in today’s business world, is there a need to use many different leadership styles in order to gain the trustworthiness and ethical stewardship required to be a leader in today’s diversified organization? According to Lussier and Achua (2004, p. 5), leadership is ‘‘the process of influencing leaders and followers to achieve organizational objectives through change.” Would it not stand to reason that in order to influence others, they must and should have to use different styles of leadership in order to achieve the ultimate goal- success of the organization? A leader who is flexible in their leadership styles and can just to the member personalities without injecting their own bias can prove to be an important asset to the organization. Transparency of characteristics of leadership, values, beliefs, religious views, and morals combine together make for a uniquely well-rounded strong and versatile leader that most people prefer to work with. The art of influencing others to get the desired results is no easy task. This task is a continuous effort of leadership behavior, consideration of others, commitment, and positive feedback. It takes a combination of leadership, trustworthiness and ethical stewardship in order to achieve success. The organization will have to do this without compromising their ethical values and beliefs. In today’s business...
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...serving as a First Sergeant. I was appalled to learn that leaders and raters are writing inaccurate and irrelevant NCOERs and making them less effective, because NCOs are not applying themselves. NCOs expect to be evaluated fairly, objectively, and want to be receiving an NCOER that will allow them to excel for further promotion and assignments. An NCO wants to have the faith that their rater is competent enough to give them a proper rating, good or bad, on their performance. The visual information career field is small and highly competitive to reach the ranks of Sergeant First Class to Sergeant Major, so accurate NCOERs are crucial to compete. An area of concern on ethical behavior was found on NCOERs coming from the Defense Information School instructors. NCOs had received bullets that were exactly the same and in the same blocks of evaluation, causing the value of their NCOERs to be devalued and possibly causing Staff Sergeants to fall behind their peers for promotion. The inaccurate and irrelevant NCOER Ever since I was a young Sergeant, I learned that the Noncommissioned Officer Evaluation Report, NCOER is a crucial document to show and justify what you have learned and accomplished during that rating period. In recent years as I have become a senior noncommissioned officer and been able to review many NCOERs, I have seen a pattern for NCOs in the Visual Information career field for the Signal Corps. Leaders are writing inaccurate NCOERs and making them less effective...
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...Does Research on Job Satisfaction Show That Gaps Still Exist and Can the Gaps be Closed? xxxxxxxxxxxx Management 501 Dr. Dixon October 25, 2011 Abstract Researchers, Lisa Saari and Timothy Judge, have examined three major gaps between Human Resource practice and scientific research on job satisfaction. The gaps are the causes of employee attitudes, results of positive and negative job satisfaction, and how to measure/influence employee attitudes. This Case explores my assessment of the major gaps and how research on job satisfaction will resolve the three gaps. This examination will give my analysis on why there needs to be employee surveys catered to the specific practice. Job satisfaction is such a broad area that the research needs to be tailored to a specific occupational specialty. Does Research on Job Satisfaction Show That Gaps Still Exist and Can the Gaps be Closed? Employment is a social occurrence and provides an opportunity for employees to fulfill many needs. When people are brought together, they interact and work together, and friendships will naturally emerge through whatever natural interest. Job satisfaction will dictate how or why employees interact together. According to researchers, Saari and Judge (2004), they stated there are three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular – job satisfaction: the causes of employee attitudes;...
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