Military Leadership Philosophy Examples

1. Influential Soldiers that embody The Soldier’s Creed, Warrior Ethos, and their experiences are more apt to achieving organizational and operational excellence. Soldiers, leaders, and teams must seek individual and organizational improvement throughout their daily lives. Based on my experiences, I believe the elements listed below create and sustain a solid foundation that Soldiers, leaders, and teams should strive to incorporate.

My leadership philosophy is to emulate the Drill Sergeant Creed and to uphold today’s Soldiers to the standards of military bearing and courtesy. As a Drill Sergeant, I strive to be a subject matter expert in all aspects of the Army. I will always lead by example and train my Soldiers to meet and exceed that standard. I will set the example for others to follow by adhering to the values set forth by the Creeds, Army Values, and Warrior Ethos. The following are characteristics I hold highest for myself and my Soldiers: competence, consistency, mission accomplishment, personal responsibility and communication.

Forthcoming and honest attitudes from the beginning will set a team up for success. One of my best leadership attributes is that I am honest with my Soldiers. I give them candid feedback, both good and bad, and I tell them exactly what I expect of them and what they can expect from me. On the other hand, one of my biggest weaknesses is that sometimes I react in an extremely blunt manner when I should use more tact or take a less severe approach. Whenever I deal with conflicts between my Soldiers, I tell them my honest opinion.

Trust is the driving force behind any good leader. Trust is essential when building positive working relationships. It is important for Soldiers to trust me. If they do not trust me, they will not approach me with their problems or come to me for help. I will always strive to build a trusting relationship with my Soldiers so they feel comfortable coming to me with issues. As a leader, it is my responsibility to take care of Soldiers, if they do not trust me I cannot succeed.

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

Leadership goals should always contain methods of a continuous process of learning through education, training, and individual experiences that help ensure that the message will be communicated in a confident and competent manner when leading troops. Soldiers tend to follow leaders that demonstrate and live the Army values, while displaying their confidence in every decision that affects change. Leaders are not born as organizational or tactical leaders; but grown by their genetic determinism, which is inside and the characteristics they work toward; that mold is which type leader they will become. Not just anyone can lead; you must have the desire to lead, be willing to make the commitment to being a leader, and prepare yourself properly, then you have the desire to become a leader. (Fulton, 1995).

My leadership philosophy can be summed up with one simple phrase: taking care of Soldiers. This is my

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others

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 feel it is my responsibility to ensure the Soldiers in my section are trained to standard not trained to time. Soldiers should know their duties as well as have a general knowledge of their first line leader’s duties to ensure they can complete the mission in their leader’s absence. Communication. A good leader is able to communicate effectively and efficiently with their team.

“Leadership is about people; management is about things. Successful commanders understand they are equally responsible for both.” 1 Finding a balance between executing the mission and taking care of the people is one of many challenging tasks for a commander. This paper will cover three elements. Specifically, I will discuss my leadership philosophy as commander of my unit discussing such items as a description of my philosophy, and my thoughts on key traits required for a successful leader. Next, I will examine an interview conducted with a commander to gain an in depth look at one of the most challenging leadership decisions he has experienced. Finally, I will provide an analysis of the interviewee’s actions, and compare his actions to my leadership philosophy.

The priorities and maturity that Soldiers develop revolve around the 7 Army values that all Soldiers live by. The values are defined by the Army as follows: “(1) Loyalty: Bear true faith and allegiance to the U.S., the Army, unit and other Soldiers. (2) Duty: Fulfill your obligations. (3) Respect: Treat people as they should be treated. (4) Selfless Service: Put the welfare of the Nation, Army, and your subordinates before your own. (5) Honor: Live up to your values. (6) Integrity: Do what’s right, legally and morally. (7) Personal Courage: Face fear, danger or adversity.”

It is my honor to share my Command Philosophy with you. My intent is to ensure we

One important expression for army leadership is BE-KNOW-DO. Army leadership begins with what the leader must BE, the values and attributes that shape character. A leader can think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the leader. Values and attributes are the same for all leaders, regardless of position, although refined through experience and assumption of positions of greater responsibility. For example, a sergeant major with combat experience may have a deeper understanding of selfless service and personal courage than a new soldier.

When initially placed in a leadership role ensuring that my team understands my values (the Army values) is crucial. Is the first step for me