FPS Leadership Development

The leadership development plan for the MSARNG is essential to help regain the organization’s success in areas that were neglected following many years of war. The plan will focus on using training processes to develop leadership skills in a variety of areas. The plan will focus on being, knowing and doing what it takes to become a better leader. In order to be effective the leader development plan must be deliberate, sequential and continuous (Department of the Army, 2013). The plan will be tied to the core values and objectives which start with the individual leader. The training will be implemented throughout the entire organization to ensure the leaders understand how to correct the gaps and issues identified.

“Leader involvement in the training process is essential for mission success,” continued Rodriguez. “We want the young noncommissioned officers to get hands-on experience with leading their

When approaching an organization with a new idea or concept it is vital to go in with all your data and facts organized and concise. One of the first things they want to know when they are considering revising or upgrading a leadership development plan is proof that a new plan would work. Therefore, the plan must have proof that is reliable, relatable and valid before introducing the plan. Always remember to treat others as you would want to be treated (Luke, 6: 31, KJV). This literature review paper will give provide proof to the Mississippi Army National Guard (MSARNG) that the new leadership development plan that is being proposed is credible.

The Noncommissioned Officer Professional Development Program System (NCOPDS) surfaced Army on 16 July 2015. It replaced the old Noncommissioned Officer Education System (NCOES). The new NCOPDS redefines and presents new school names, brings a much-needed update, and adds a newly created Master Leader Course (MLC) to aid in first sergeant development. The old Warrior Leader Course (WLC) emerges as the Basic Leader Course (BLC). “Develops” exists as a competency in the Leadership Requirement Model (LRM) and states, “Leaders are responsible for development. They must ensure that they themselves are developing, that they are developing subordinates, and that they are sustaining a positive climate and improving

In conjunction with my first strength, my second strength has been identified as the capacity to help subordinates grow and develop within their career. I have demonstrated this by mentoring employees. This has included helping them grow within their current position as well as aiding them in moving up from their current level within the organization. This aid is often in the form of teaching, listening, and giving them my insight to what I have observed within the organization in concern to both reviews of work and job promotions. Development of employees has to be a quality that is purposefully demonstrated consistently and not just when an employee asks for help. This requires a regular effort on the part of the leader of a team. In order to help an employee in this aspect a leader has to know employees on a basic fundamental level. The leadership practice of aiding in an employees’ career growth cannot be effectively engaged without the insight gained by the understanding and communication

The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the

Development is a life long trait or goal. Develops and development are linked. Development is defined as the deliberate, continuous, sequential, and progressive process, grounded in Army values, that grows Soldiers and civilians into competent and confident leaders capable of decisive action. Senior Warrant Officers are significant in the role of developers. They are commonly tasked with the role of becoming a front line leader. Senior Warrant Officers are also in the business of leader development especially for young lieutenants. This development is achieved through lifelong progress of gaining knowledge, skills, and experiences through institutional education, organizational training, operational experience, and

The U.S. Government 's Department of Defense (DoD) is a very large organization with many leaders at various levels. From a macro-level or overarching perspective the DoD is very hierarchal and bureaucratic. Then, from a micro-level perspective, there are leaders within the DoD who practice more lateral or flat approaches to leadership. Furthermore, the DoD has both a military side where leadership is hierarchal as well as transactional, as well as a civilian side which is much more transformational. These varying leadership approaches within the DoD 's macro-level, micro-level, military, and civilian structure are all very appropriate and effective leadership approaches for this large

Becoming a strategic leader in the Armed Forces is an exciting but challenging goal. This prestigious role involves many responsibilities. A Volatile, Uncertain, Complex, and Ambiguous (VUCA) environment also characterizes the complex context in which military forces operate. Therefore national security senior leadership requires precise key skills and knowledge, beyond the ones needed at tactical and operational level, in order to be successful. This paper is my personal critical self-assessment of the ability to lead at the strategic level as it stands today, at the beginning of the Air War College (AWC) course. Gaining self-awareness is my first step to maximize the outcome of this course that is just focused on educating the future joint strategic leaders. In the paper, I will also include my personal strategy, while attending the Air War College, to strengthen my identified shortcomings and to reinforce my identified strengths. The Right to Lead Assessment Model (RLAM) is the reference tool I used to conduct this self-analysis in a more structured form.

Being a leader in today’s United States Air Force is more than supervising subordinates or leading a project or program. A leader is someone who influences others to achieve a goal, they are typically men and women, though not perfect, strive to display ethical behavior, virtues, and character strengths in their actions as they battle their own vices and idiosyncrasies (crse 15). Not only must all Non-Commissioned Officers (NCOs) posses these abilities, they must be able to articulate them and pass them on to their subordinates, mentoring future generations of Airmen to strive to be better than they are today. Today, I believe I am on the right path as a leader; ensuring tasks are completed on time and encouraging, and utilizing my subordinate’s

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

The training and development that is part of building leaders is important, but there is a distinct difference between "training" and "development," and the authors make that clear. Training in this context means ""¦creating proficiency through specialized instruction" (Mensch, et al, 2008, p. 263). Moreover, training focuses on the "measurable aspects of technical and tactical proficiency," Mensch explains. On the other hand "development" is much broader in scope; it's a "deep, fundamental, and irreversible process," and it stretches out over an extended period of time, Mensch explain (264).

There were over 350 participants, who partake in the institute (Stojkovic, Kalinich, Klofas 2015 p.213). The institute was able to recognize specific elements that were essential for effective leadership for any criminal justice administrator. Through various exercises and studies, the participants indicated that effective criminal justice leaders must possess the following attributes: Traits indicative of a proactive approach to leadership, awareness of the importance of building professional relationships with employees, ability to balance the needs of employees with concern for production, ability to incorporate a sense of “vision” within the organization ad serve as a transformer of culture when necessary, and recognition that an array of contingent strategies is required for effective leadership (Stojkovic, Kalinich, Klofas 2015

Jusko informs those interested in developing high-potential employees of the basic steps to create efficient leaders. To have a successful employee development program, it is very beneficial for the upper-level management of organizations to have an extensive involvement in leadership development. The organization should also have dependable, clear-cut, high moral level culture which should look toward what skills will be needed in future occupational endeavors when reviewing current talent’s work performance. High-potential employees should be given opportunities to learn and develop skills that will be rewarding for themselves as well as the organization in the future. Motivation increases the retention of high-potential employees. Furthermore, managers of these employees should be held responsible for the development of their skills.

A security force is comprised of a team with a mix set of specific skills applicable to mission accomplishment. The supervisor is learned how to be led and groomed to be a leader. The successful security force must be coached and mentored by a person with balanced leadership and organizational management skills. According to Christopher (2009), the security force is managed and led by someone who can enable the element to accomplish expected goals. They provide guidance in the face of adversity. These challenges are growing pains in the development of a security force and ensuring they are up to par with adapting to frequent changes to threat analysis. The manager