Leadership Vs. Roman's Legacy

My legacy leader is COL Michael J. Mahoney, USA, Ret. because he demonstrated and continues to demonstrate the Army Values in every facet of his military career and life. COL Mahoney has positively inspired many people through his lead-by-example attitude. He is a great mentor to me and I hope to give you a glimpse of what I see in this American patriarch.

However, when he walks into a room, you quickly realize that he is a senior NCO and ready to take charge of any situation. It has nothing to do with the rank on his shirt or his duty title, but some intangible combination of his poise, confidence and the sharp look in his eyes as he surveys the scene. And despite the grim expression that originally greeted us the first day I saw him, SFC Collins is usually the first person to pull out a smile and put everyone at ease.

Many people this day and age will argue what it takes to be a good leader. Some like to look towards politics at the Presidents because they have good backgrounds, plus they lead people, but it is always wise and good to look at the leadership of people in the military. Lots and lots of people have come through the United States militaries, some of those men and women left a bigger mark than others. Military leaders and the leadership shown in the military is always respected too. Although Michael P. Murphy was an outstanding leader before he joined the military, one instance of his leadership while in the Navy will forever leave the Murphy name marked in history.

Every leader in the U.S. Army have a different leadership style. During my thirteen years in the Army I have seen several leaders placed in positions where it was obvious that they were born for that position, performing admirably and making very real contributions. In other situations leaders were placed in positions of leadership appearing unprepared for the role. These leaders over time were soon surrounded by other leaders that ensured their success. Several leaders in my career have left a lifelong mark on my leadership style. Every one of them left me with knowledge that have built a foundation for my leadership beliefs and style. There is also what we call in the Army, “toxic leadership” which produce harm to the organization, leaders

As a professional leader, role models are an important source of inspiration and development. The ability to deliberately aim to improve as a leader is equally important. In the Army, the Leadership Requirements Model found in doctrine provides the framework necessary to make those deliberate improvements. This framework presents the opportunity to analyze our leadership role models using the Leadership Requirements Model and assess how that leader has contributed to the Army or the Non-Commissioned Officer (NCO) Corps. Additionally, it is important to apply the same analysis to how that role model has influenced our own leadership. Lastly, with these considerations in mind, leaders can project into the future and determine what kind of legacy they wish to leave. The purpose of this analysis is to explore these opportunities and the relationships between doctrinal leadership, a legacy leader, and my own leadership and legacy. My father, retired Chief Warrant Officer 2 (CW2) Nelson Stydinger, had a significant influence on the profession during his own service. He also represents my most important leadership influence throughout my career and his record informs the type of legacy I would like to leave as an Army leader.

My leader of influence is SGM Escolithia Stackhouse. I met SGM Stackhouse when I first arrived at my first duty station at Fort Campbell, Kentucky in December of 2004. SGM Stackhouse was a SFC at that time and was assigned as the A Company, 563RD, Transportation Platoon, Platoon Sergeant. From the first day I met SGM Stackhouse I knew she was my mentor. She displayed character attributes, leader competencies, and a passion for the Army that I instantly admired.

An Army Leader is able and willing to act decisively, within the intent and purpose of his superior leaders, and in the best interest of the organization. Army leaders recognize that organizations built on mutual trust and confidence, successfully accomplish peacetime and wartime missions.” (2006, P. Viii). Balance molds a leader and in turn, an effective leader is a proactive person who works a whole lot smarter. President George Bush (1997) states, “Leadership to me means duty, honor, and country; It means character and it means listening from time to time.” (Adrain, p. 35).

At the end of the day, a true leader “in the army will do these three things live by the army core values, know the warrior ethos, and lead by example”-MSI textbook. Leaders both in and out of the army are held to a higher standard holding themselves in a professional manner at all times. The success of the group is attributed to the leadership styles and core values instilled in the solider to do his job effectively. General Eisenhower once

“Being a good military commander means Character is often demonstrated in how closely our actions, decisions, and relationships adhere to Army ethics and values” which was said by our former U.S army men at www.army.mil. It is always have an inspiration to follow, whether if its from a close friend or even a family

My leadership philosophy revolves entirely around the Army Values. In every action I take as a leader, I assess whether or not it lines up with the Army Values and the potential impacts. I have had a variety of leadership assignments during my career, all requiring a different leadership approach, spanning from team leader through platoon sergeant. My conflict resolution skills have greatly evolved through my twelve years in the Army, from rudimentary conversations to in depth problem solving. My professional development has had a profound effect on my leadership abilities, from NCOPD’s to mentorship from senior non-commissioned officers (NCO’s).

I worked with Senior Chief Carlos for 2 years. He had a great work ethics and always made great effort to accomplish the missions. He understood the Navy Supply system and managed the scare resources effectively in a very challenging and dynamic forward deployed navy force (FDNF) environment. Over all Senior Chief Carlos was confident, diligent, meticulous, and patient. Throughout his tour, he consistently ranked well among the Chiefs which was very difficult to do on an amphibious unit because the deck handlers and the engineers were the ones with visibility. Matter of fact, he was unanimous voted as the number of Chief (out of around 20) in the command.

Before the fall of Rome, an underlying change took place that transformed the original Republic into the mighty Roman Empire. Many factors directly and indirectly affected this shift in political leadership. By 509 B.C., the Romans established its own social and economic influence. They had overpowered the Etruscan kingdom and came to the realization that law and order was necessary to curb the ambitions of the powerful, whether they be enemies, or rulers of their own making. The Roman republic, therefore, developed under a system of government that divided the power among two consuls, the Senate and the Plebian Assembly. Through internal affairs, economic instability, Barbarian invasions, disease, and the spread of new religion, this form

Leadership can be defined as “the process of influencing people by providing purpose, direction and motivation while operating to accomplish the mission and improving the organization.” While the wording comes from the United States Army’s Leadership manual, the same principles applied to the men who served in the Roman army, both the Republic and the Empire. From 508 BC to 1453 the Roman’s would be a considered a “superpower” in the world with “all roads” leading to Rome as the old proverb explains. A superpower is maintained with a strong military and Rome was no exception. During her reign, Rome saw a vast number of generals and leaders that would stand out over time. Three of these leaders would be Trajan, Marius and Scipio Africanus.

Civilian jobs are much different than a military career. And before I joined the army two years ago, the civilian world was what I knew best. They way civilians treat or talk to their employers is nothing like the way soldiers talk to their chain of command. By joining the army, I have learned so much about respect and discipline and how important it is within the work place. Not only does it make the work place more professional but also more organized. Sometimes I allow myself to create an environment that forces my NCO to maintain order and discipline for which I should be capable of doing myself. For what I have found out is that a leader is only as great as his/her weakest link. I personally want to be the reason my NCO shines by showing respect and composure and helping other soldiers to do the same, for that is the only way to accomplish the mission.

2. One great leader in my career I will always reflect upon as a significant influence to me: an old, grouchy QMC and was my very first Chief. He was quiet, socially awkward, and routinely hard to get along with since his demeanor was never known to be ‘friendly’. However, even with these setbacks, he did not remove himself from the contention as a leader as he most certainly was. He required much of his staff: long hours, attention to detail, inspection-ready uniforms, among others. It may seem ironic, but people were always ready and willing to work for him. The main reason I look to him as being a