Captain Sobel's Character Analysis

As a commissioned officer in the United State Military, you must me a leader. There are those who are born leaders, who instinctively step up to the task with a will and desire to aid and assist, and there are those who are chosen to be leaders. As a commissioned officer it is your job to both rise to the occasion in spur of the moment brilliance as well as fulfill your role as the selected role model. As former four-star General Colin Powell said, “Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.” Your responsibility as a leader is to constantly have confidence

By reflecting on leadership techniques and methods exhibited throughout history, a more "situational" soldier can emerge, ideally being able to: analyze a given situation, potentially compare it to any knowledge of prior situations that might be parallel in nature, and respond to it appropriately and concisely with a vast arsenal of leadership experience. In this way, qualities of character and competence become reinforced over a large spectrum of individuals within the military. The many leadership traits that George Washington has since been renowned and celebrated for are becoming standardly indoctrinated in our current generation of servicemen and women (ADRP 6-22, 2012; Harvey,

As a senior NCO, SFC Davis’ ability to lead, develop and achieve contributed to my personal growth as an NCO by forcing me to acknowledge that I am a Soldier first and foremost. For example, I did not immediately appreciate the importance of a high PT score or weapons qualification. SFC Davis understood that these basic Soldier tasks were the bedrock of credibility when it came to dealing with infantrymen who viewed these shortcomings as another reason intelligence Soldiers belonged “in the rear with the gear.” He put a lot of hours into PMI and remedial PT, but at the end of the day he got us there. He got results. And I was proud to wear an expert marksmanship badge and PT badge on my uniforms. I saw how rare these accomplishments were among the rest of Soldiers on the US Army Alaska (USARAK) staff and HHD. This helped foster a positive climate in the G2 shop. We felt like we were the best section, and I made sure new Soldiers filling the ranks of this newly formed DISE knew the standard.

The first leadership role that influences performance of soldiers is the drive that leaders have. This can be in the form of incredible achievements, ambition as it impels leaders to set hard tasks and challenges for themselves and their teams, high energy to achieve fuelled drive, initiative meaning leaders are proactive in terms of decision making and taking action and last but not least tenacity. A good example of how this trait is portrayed with emphasis on how General Tommy Franks a self-confident artillery man spent one year fashioning an elaborate plan to invade and conquer Iraq’s war troops (Rigon, 2012). The detailed plan was followed to the letter, and despite heavy bloodshed, desired results were achieved. From the time this General enrolled in the Army in 1965, to his period of retirement in 2003, he

To learn can mean to obtain some kind of skill by study, reflection or repeated action. In my first assignment as a Sergeant in his Majesty the Kings Guard, I was still in a very early phase of my military career, with only one year at sergeant school in my backpack. The lessons I learned this first year are many and varied. The purpose of this paper is to discuss three lessons I learned regarding leadership during this time. To face a problem although it hurts, gaining respect and commitment by including my soldiers in decision-making, and gaining discipline by being professional, are lessons that have followed me since my first year as a leader.

This paper will be on the case study of Sergeant George Welsh. We will look at how I would have handled this situation if I was the supervisor in charge. This paper will cover the major motivational techniques that I could use and the basic need that drives each officer. It will also assess my management style. It will also go over if my level of formal education, or the education of the officers will become an obstacle for me.

On Wednesday, 28 February 2015, I was given instructions and failed to do so by taking initiative and went to talk to my Platoon Sergeant SFC Taylor. I understand my mistakes and what they can cause that is why I am writing this essay about the importance of following order, with emphasis on how it applies to our unit and our specialty. Failing to follow instructions, no matter who delivers them or how trivial they may be considered to be, to anyone, is a serious offense and I understand that it will not be tolerated. My actions and example have a negative effect on unit morale and discipline and threaten the

Today’s Army Soldier goes through tough realistic training on a daily basis to provide the outstanding service of security for its nation. In order for this truly destructive force to do its job, it must have dedicated leaders behind it, guiding greatness from behind the lines. These leaders have to embody what it truly means to be a professional. This means making the tough, hard decisions that most cannot make. Along with making, the tough decisions leaders have to receive, and give the tough training. In order for Soldiers to do their jobs, they must have leaders that are without a doubt experts in their craft. Leaders of all professions in the Army have to maintain standards and training, none more important than the Human Resources Sergeant.

In conclusion, it was great to see my “the beliefs, values, and principles”, my philosophy, align up with two very respectable military leaders that I highly regard. As I prepare for command, I have identify strengths and weakness that I will capitalize and improvements upon. Strengths include, Willpower (I’m self driven), I am a team developer, I like to surround myself with wise mentors and advisors, and I like to empower my young leaders. Weakness on the other hand; I scrutinized myself way too hard. I don’t always take “constructive criticism”. I like “feedback”, but unfortunately, “constructive criticism” entails unprofessional tune and delivery – and I have a short fuse. I have had to learn the hard way to control my frustration and counter-delivery.

As a career Soldier and Senior NCO you have the incredible opportunity to influence a great amount of Soldiers as they serve our country. What you do each day while wearing the uniform builds your legacy as an Army Leader. You can be remembered as a toxic leader or you can build a legacy that will have a positive impact on your generation and generations of Soldiers after you leave the military. The purpose of this paper is to identify 1SG Blake Beasley who had a profound impact on my growth of leadership abilities and individual Soldier skills through his impeccable character, presence, and commitment to standards. 1SG Beasley’s attributes and competencies have greatly contributed to my personal growth as an Army Leader, the Army and NCO Corps, and have helped me discover the legacy that I would like to leave behind for my Soldiers. The legacy I will leave puts Soldiers first and takes care of them but always holds them to the standard.

The purpose of this paper to is to identify an influential Army leader that has exhibited great leadership qualities and as a result of those leadership qualities, contributed to my growth and professional development as a junior enlisted Soldier and then as a non-commissioned officer (NCO). Throughout this paper, I will identify and explain the leadership qualities and characteristics that have impacted me the most. This person has demonstrated their competency and understanding of the Army values and the two basic tenets of being an NCO. The Army values are wide ranging and all-encompassing but can be summarized into seven distinct categories of loyalty, duty, respect, self-less service, honor, integrity, and personal

As a father, husband, and a senior Non-Commissioned Officer (NCO) within the United States Army, I have long been regarded by my family and friends as being a protector, and an instiller of standards and discipline. Never had I envisioned myself as a leader, nonetheless, a decorated combat veteran, but this was an image that was bestowed upon me after having served four combat deployments and sixteen years of active duty service. After enlisting in the Army May 10th, 2000, it quickly became apparent that

Furthermore, many times there are questions of what type of characteristics makes a good leader and how do one successfully achieve the rank of general. In the book, Nineteen Stars: A Study in Military Character and in Leadership by Edgar F. Puryear, Jr., the author interviews four generals and their perspectives of their styles of leadership. The four men in which the author interviews are General of the Army George C. Marshall, General of the Army Dougals MacArthur, General of the Army Dwight D. Eisenhower, and General of the Army George S. Patton, Jr. These men give their views from different stages within their careers. It is noted that every officer experiences different phases of setback within their careers. The purpose of this book report is to show how character and leadership evolved within the

Society’s expectation of military officers are demanding, and I intend to meet and exceed those expectations. The most important

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.