Walter Osborne's Style Of Leadership

There are numerous definitions of the word “leadership” and it can mean many things to many people. For the purpose of this assignment I feel the best definition of leadership is “…the art and science of motivating, influencing, and directing airmen to understand and accomplish the Air Force mission in joint warfare."1 When taking over a new command it

The movie “Twelve O’ Clock High” is a case study in the application of leadership theory during World War Two. Gregory Peck portrays Brigadier General Savage, a United States Army Air Force officer thrust into a situation that requires a maximum effort both on the ground and in the air as he attempts to re-invigorate an undisciplined, anxiety ridden, and ineffective combat unit. Throughout the movie we observe Peck’s character employing a variety of leadership methods, but ultimately discovering that true combat effectiveness and cohesion is accomplished through a

This paper will briefly analyze the case study— Rebecca S. Halstead: Steadfast Leadership, and examine General Rebecca Halstead 's career history and how through her personal attributes, skills, experiences and challenges she developed into a successful leader and commander in the U.S. Army. Although General Halstead faced a number of challenges during her career, this paper will focus primarily on her leadership style and philosophy specifically with leading teams and dealing with difficult bosses.

This paper on Leadership will compare the primary differences and characteristics between the tactical leader and the organizational leader. I will provide you with the basics for development, characteristics, and the fundamentals that help guide and influence each leader’s style and how they influence Soldiers to follow them. Leaders at all levels demonstrate their values, knowledge, skills, and abilities in many different means and methods in

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

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.

At Boys State, I learned that I may need to assume a position of power if I am the most qualified. For various reasons, marching was integral to the operation of Boys State. However, almost all the citizens had never marched before. Even though my previous experience as a marching band member conflicted slightly in style, I still had an advantage. When I noticed dozens of my peers struggling to learn marching, I viewed it as my duty and obligation to help them and provide strong leadership to maintain a cohesive marching bloc. I did, however, need to overcome the barrier that was my previous marching experience. I trained in a different leg style, so I needed to speedily learn the nuances of this foreign style. From this, I learned volumes about leadership. I learned that there is a place and time for me to serve as a leader; I learned that occasionally the most qualified leaders aren’t necessarily fully qualified, and to respect their efforts to become qualified; I learned that all leaders must overcome challenges to be successful. This trying experience taught me how and when to assume a position of power for the benefit of the

SFC (Ret.) Mark C. Daw is the subject of this Leader’s Legacy paper. SFC Daw served for over twenty years in the United States Army Signal Corps. SFC Daw served during the Cold War in the Berlin Brigade, in Operation Desert Storm, in Bosnia during Implementation Force (I-FOR), and in Operation Iraqi Freedom 04-06. A career paratrooper, SFC Daw’s leadership style involved leading from the front at all times, superior tactical and technical proficiency, a hand of discipline tempered by wisdom, and developing his Soldiers professionally and personally. SFC Daw’s example serves as one worthy of emulation by all Soldiers, regardless of expertise or field. I am the Soldier I am today because of SFC Daw.

General S. Patton once said, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” Some may argue that his life was cut short while others may say it was too long. Being a man who fought in World War I and World War II, George S. Patton, Jr. certainly contained a wealth of experience in warfare. Looking at the written history, there were those who seemed to undervalue Patton, as well as those who may have held him much too high. Researchers have many different opinions on Patton’s’ leadership, but the research here will encompass both the positive and the negative aspects of his leadership and surrounding issues while addressing the following questions:

Leadership and Management styles have played an important role in the learning in Outcome Assessment and Quality Management. In class I have learned the positives and negatives that come from the different leadership styles presented. The movie, Twelve O’clock High, is a film that takes place in 1943 outside Nazi Germany. It depicts the 918th Bomb Group and the problems that they are having. Throughout the movie we are presented with multiple leadership styles from the commanding officers; Colonel Davenport, Brigadier General Savage, and Major General Pritchard of Pine Tree.

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.

Leadership Jazz by Max De Pree is a treatise on what it means to be a leader and how to be a leader. Depending on the metaphor of a musical variety – jazz – he shares insight on how leaders ought to harness the different gifts, talents, abilities, and differences of team members to actualize goals. This means “that attracting and keeping talented performers/employees-all of whom, we must remember, are really volunteers – should be the chief concern of leaders in the profit and nonprofit worlds.” Drawing on the attributes of a jazz band, De Pree postulates that servant leadership is required to draw the best out of people. The success of which is dependent on the leader’s ability to connect voice and touch through gratitude, trust, respect, personal restraint, and the courage to be human. When this is done, the leader frees himself to experience incredible success ensuring that they are not hindered by their own failure to appreciate others. “Authors and leaders who see only a limited need for the gifts of followers limit themselves to their own talents.”

A great leader realizes that everything cannot be accomplished on his own. He considers the interests, strengths and capabilities of the people around him, and delegates respectively to complete tasks in the most effective manner. The art of effective delegation is displayed through Ralph’s very first decision as chief. “‘The choir belongs to you, of course… Jack’s in charge of the choir’” (19). Ralph recognizes Jack’s trusted position as the “head boy” (18) in the eyes of the choir members, and appoints them as hunters and fire-keepers. By doing so, he splits responsibility and gives Jack some power of authority, to maximize

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

Time after time, Colonel Shaw fights on behalf of his men. He observes, seeks counsel, is decisive, and takes bold risks in doing what is right and rejecting what is expedient. These are qualities which speak to his strength of character and elevate him beyond his rank or responsibility in the eyes of those he commands. He does not manage or direct … he leads. And it is these same qualities that I have observed and experienced in those who have not only been my manager, but also a leader.