My Selection Of Critical Leadership Problems

There is a multitude of issues preventing the 4th ABCT from becoming one of the best BCTs in the division. However, I quickly realized in my assessment that this is directly linked to the previous command team. Therefore, the climate has become extremely toxic to the point where primary staff officers are ready and willing to resign their positions. The BCT is over worked, overloaded, and poorly led by its leaders causing an increase in DUIs, domestic abuse, and multiple divorces. Furthermore, there is a lack of commitment to the men and women within the BCT from their leaders, which stems from the poor ideals portrayed, threw the previous BDE CDR and CSM. Moreover, hazing, favoritism, and sexual misconduct have driven a deep divide within the BDE. One of the key components

I am Joseph Maruska, I am currently a Major in the United States Air Force. This essay will introduce you to my personal command philosophy. It will also summarize and analyze a brief interview recently conducted with a current squadron commander using my own leadership philosophy as a guide. Throughout this essay I will draw upon my own personal experiences and thoughts, lessons discussed throughout the Leadership and Command Course, as well the discussion with a current squadron commander. Leadership and command styles come in many different forms and there is not necessarily a correct or incorrect way to lead depending on your organization or current turn of events. This essay is simply my thoughts after being in the Air Force for the last eleven years.

LTC (P) Owens first challenge is to frame the problem set and develop an initial vision for the 4th ABCT. By using the Army design methodology alongside with the Kotter model LTC (P) Owens will be able to more easily apply critical and creative thinking to develop a plan of action to address the problems facing the 4th ABCT. This plan of action will translate into his vision for the unit and become the driving force of change.

Transitioning to command from any other leadership challenge in the military requires that an officer experiences a mental shift in his/her approach to exercising the newly granted authority, responsibility and accountability for the unit. Army doctrine suggests that authority, responsibility, and accountability are inherent attributes of command. These attributes of command coupled with the expectations of the commander, demand a new and holistic approach to commandership, which is defined as exercising the art of command through leadership, management, and command.

The 4th ABCT has numerous issues preventing the BCT from regaining past title as one of the best BCT in the division. However, I quickly realized in my assessment prior to taking command that this is directly linked to the previous command team. The climate has become extremely toxic to the point that primary staff officers are ready and willing to quit or resign their positions. The BCT is over worked, overloaded, and poorly led by its leaders causing an increase in DUIs, domestic abuse, and multiple divorces. Furthermore, there is a lack of commitment to the men and women within the BCT from their leaders, which stems from the poor ideals portrayed, threw the previous BDE CDR and CSM. Moreover, hazing, favoritism, and sexual misconduct have driven a deep divide within the BDE. One of the key components that I noticed was a lack of commitment to the Soldiers and leaders at all levels

I am the last chance for the 4th Armored Brigade Combat Team as well as the unit is the last chance in my carrier. Means that the problems are serious for us and to our personal life. There is no chance to fail. Although, this phrase should not bring a stress neither to me nor to the unit. We will not overcome the obstacles only by math way calculating how high they are, but also we will put our spirit into our efforts to overcome the problems. According to my own observation, Center for Army Lessons Learned (CALL) report, Center for Army Leadership (CAL) assessment, conversations and historical reports, overall there are leadership, organizational and personal problems in 4th Armored Brigade Combat Team (4th ABCT). Indeed, I might fall in trap by analyzing those problems separated from each other. However, those three ranges of problem are linked with each other and each problem derived from another one. Personal problems are causing from organizational problem, and organizational problems derived from leadership problems. Of course there are numerous and various problems in each of those areas. I will summarize each problem in each areas and link them with each other. First, there is a stress among the unit which derived from various unpredictable assignments. This is a leadership problem which makes the unit unable to put up with changes. The rapid changes of personnel specially in the leadership positions for the past two years is the main reason for this problem. In

This thesis will cover the Support of the Commander’s Leadership Philosophy, command climate, strategies, and the role of the gunnery sergeant’s importance in the execution of the Commander’s leadership philosophy for Marine Fighter Attack Squadron 214, Marine Corps Base Quantico, Virginia. We feel that the command climate at this unit is good. The three strategies that we will use to discuss this will be communication, training and leadership and how important they are in order to establish an effective and productive environment. We will also discuss how the gunnery sergeant’s important role is the key to ensuring that these strategies are

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

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

Some are violent, life-threatening events. Others are more prosaic episodes of self-doubt”.2 Why I could effectively lead my soldiers to accomplish those on and on assigned missions, I concluded that my failure experience and “crucible test” are the only reason. The failure experience indicated my insufficient leadership. I always coerced my soldiers into obedience to conduct the mission while I was an incompetent commander. Nevertheless, I learned some critical elements to become a competent commander through the failure case, that is, be patient with soldiers, empowering your subordinates and taking suggestion. During the second time experience of the company commander, I knew how to deal with the thorny problems with patient and give soldiers concern. Moreover, I learned that a successful leader need to know how to delegate right works to the right subordinates and take constructive advices. In addition, those nonstop staff works flush my thought so that I resolved to reorganize my working schedules in order to meet the achievement. I knew how to do the effective staff planning to support the commander’s intention. Anyway, I have a fantastic change after the crucible

The 4th Armored Brigade Combat Team (ABCT) has a proud history of accomplishments. It has served in the wars in Iraq and Afghanistan. Historically, the morale across the brigade was high; leaders took care of their Soldiers, and all of them did their best to train them, accomplish missions successfully, and support them in any way. The 4th ABCT HQ, as well as each of the battalions, were highly efficient and effective, and most of them were jubilant to be part of the brigade. Three years ago, one of the best maneuver brigades in FORSCOM was the 4th ABCT. The brigade had focus; leaders and soldiers were dedicated, and there was a strong work ethics. However, the 4th is facing some challenges ahead that are going to make difficult to reach its full potential. Amongst several leadership problems, there is a major one. There is not an organizational vision in the brigade, and if there is, it is unclear and poorly evident.

As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several

During arduous combat operations coinciding with a high OPTEMPO unit cohesion may flux toward a detriment of mission success. This report will focus on the 56TH Armored Brigade Combat Team (ABCT) in order to address the critical leadership problem. In addition, focus will center on relevant facts and assumptions that led to the critical leadership problem and rectify the issues. Furthermore, a new ABCT vision will be published in order to restructure the organizational culture toward a unified purpose and an increase in esprit de corps. (Verify with lesson for correct purpose)

Independent of the Army and country you serve, leadership is always an important subject. There are many civilian books and military manuals talking about leadership. The United States Army divides the subject leadership in three levels. These levels are Direct Leadership, Organizational Leadership, and Strategic Leadership. In this paper, the focus will be only about the first two levels. According with you rank, you will work more in one of these levels. Because of that, most part of time there is not much interaction between higher-level leaders and lower level leaders. Despite the limited interaction between higher level leaders like Brigade commanders with the lower level leader like company commander it’s not affect a satisfactory mission accomplishment.

A leadership challenge identified in the story was communication challenges between team members. Nurse leaders may be frightened to stop practice which is not effective and may not know a way to drive forward that which is effective. As nurses who have worked in care for very long are often reluctant to change what they have always done (Andrews,2017).