My Old Battalion Commander, Brigadier General ( Bg )

The legacy leader I have chosen to write about is Brigadier General (BG) Richard T. Ellis (Deceased). BG Ellis was a true influential leader in the United States (U.S.) Army and intelligence community. This paper will discuss how BG Ellis showed leadership attributes and competencies covered in Army Doctrine Publication (ADP) 6-22 and Army Doctrine Reference Publication (ADRP) 6-22. It will also discuss how he influenced leaders and changes in the intelligence community. Finally it will cover how his actions influenced me in my military career.

The purpose of this paper is to address how I, SSG Schumacher, have identified Major Robert Rogers as a legacy leader and a leader of influence in my military career as a non-commissioned officer and member of the military intelligence community. This paper will cover three main topics in which I will first discuss a brief history of the life of Major Rogers. Then, his impact on the evolution of warfare and leadership attributes on the United States Army. Finally, I will discuss how his leadership attributes led to him making an impact on the military today and Soldiers such as myself.

In this paper, I will be explaining what a legacy leader is and the impact one specific leader had on my career and the Army. In December of 2011 I reported to Joint Base Lewis-McCord and was assigned to 1/17 IN BN part of 2nd Striker BDE Combat Team. I had arrived at a unit that was preparing for a hard deployment to Afghanistan after a vigorous training cycle. I had walked in to my office to meet the team I would be leading into a combat zone that had zero experience, except for SSG Frazier that had a “been there done that” attitude. SSG Frazier was not as focused as a leader should be when prepping for a deployment with new Soldiers. The area that our unit would move to was the area that the Taliban was founded by Mullah Omar in Zhari District Southern Afghanistan (RC South). I had to quickly adjust to a high operation temp of a unit getting ready to deploy with little to no experience. After meeting SSG Frazier, I decided to meet the BN Commander and CSM to get a better understanding of the mission and expectation from the leadership. When I

Purpose. This memorandum outlines my vision on leadership as a senior noncommissioned officer. It also defines my leadership philosophy and principles towards seniors, peers, and subordinates. My philosophy reflects the foundation of my personal and professional beliefs that makes us successful Soldiers.

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:

As a leader and Soldier in the United States Army, I have looked for individuals that set a benchmark to strive towards. Individuals that lead Soldiers, develop solid plans, and achieve those plans no matter the difficulty. For me, General George S. Patton Jr. is one such individual. He exemplified many defining characteristics of what it means to be a true leader of influence through his character, presence, and intellect. His discipline and unparalleled expertise in his field as a tank commander were crucial to the successes of the United States during multiple military campaigns. Although he was known to be brash and flamboyant at times, I believe that this served to further his presence and embody his unique and effective

The purpose of this paper is to discuss how my legacy leader’s use of the Army’s leadership attributes and competencies contributed to my development and leadership philosophy. When it comes to leadership in the Army there are some who are good leaders and others that need some work. Everyone at some point in their career will be in a leadership position and it is important to understand what it takes to be a good leader in the Army. Luckily for us the Army has a guide for us to use that tells us what attributes and competencies make up a good leader (Headquarters, Department of the Army (HQDA, 2012). While we are provided these attributes and competencies

He learned from his past in order to improve his new tactics towards his soldiers during WWII. When he was in Operation Husky when instead of capturing the port of Messina, they unfortunately destroyed his opponent, which he didn’t plan on doing again with his new troops (Sklenka, 2002). He was strong with determination shown through his long travels with his third army crossing over multiple countries. He had strength through numbers and in himself to engage in battle. He showed sympathy towards his soldiers when they were wounded from the war (Sklenka, 2002). He was highly intelligent with his works and how he could persuade people into doing certain actions such as when he tried to convince several generals on a tank demonstration to get more tanks built (Essame,

The current situation faced by the 56th Armored Brigade Combat Team (ABCT) is a classic example of the effects of war on people and organizations, where the “before the war” state of both is dramatically changed on “the other side.” The current “other side” of the 56th ABCT is an organization that has been beleaguered by the ambiguous command structure of war; an unexpected, prolonged deployment; the loss of key leaders; operational and personal friction during war; the inability to adapt to demands of doing more with less and not being properly equipped and trained to conduct stability operations. The 56th ABCT’s “face of battle” is one that has been negatively affected by “the eye of command.” The only thing certain about war, as

US Army Sergeant First Class (Retired) Mark C. Daw was an inspirational senior noncommissioned officer to many Soldiers. He served with distinction throughout many of our nation’s conflicts from the Cold War to Operation Iraqi Freedom. Who was Mark Daw? What qualities did he show as a leader? How was he an inspiration to those he served? Using ADP 6-22 as a guide, SFC Daw’s leadership will be examined to show his superior leadership abilities. SFC Daw was the embodiment of what an Army leader should strive to be because of his lead-from-the-front mentality, his understanding of the human dimension of leadership, and his care for his subordinates.

From childhood hardships to becoming the youngest General in World War II (WWII), James M. Gavin was an exemplary leader who highly valued his men. For instance, when it came to jumping behind enemy lines, Lieutenant General (LTG) Gavin was always the first to exit the paratroop door. The purpose of this paper is to examine the Army leadership attributes and competencies displayed by LTG Gavin throughout his military career. From his first combat jump into Sicily to his last in Holland, LTG Gavin was a leader who always fought alongside his soldiers, and was constantly training his young officers. LTG Gavin demonstrated such leadership capabilities throughout all four of his combat jumps in WWII which included

One of the hardest leadership challenges that I have had to face was moving from Airborne Infantry to Mechanized Infantry. I have served in many positions throughout my years in the military, but it concerned me that my lack of knowledge on any type of platform would make me an ineffective leader. The purpose of this paper is to explain the challenges I faced going from Airborne Infantry to Mechanized Infantry and realizing that not all units were made equal in the Army.

In the United States Army leaders are everywhere, and leadership styles come in all shapes and sizes. What’s rare are those leaders that truly inspire. Not just you, but anyone who finds themselves in that leaders’ orbit. I can honestly say that in 16 years of Military service, I have encountered two. Of those two, one stands out far above the other. 1SG Bloom had encompassed the Army Values and displayed the attributes of a leader since long before there was a model to follow.

The number one way I believe supervisors can become a more proficient evaluator is through training. I can speak through experience that when I was a freshly promoted 21-year old Sergeant in the US Army I did not have a clue on how to evaluate. I had above average writing skills, and I was able to use that to my advantage to make it appear like I was conducting good evaluations. However, it was not until I had been a Sergeant for almost a year that I was formally trained by my Platoon Sergeant on how to improve my performance evaluations. He showed me how to keep track of everything my subordinates did, whether their actions were good or bad. Therefore, when evaluation time rolled around I was able to effectively and truthfully evaluate the

This means it really important to plan but don’t rely on that plan because if the plan changes part of being a leader is to make decisions on what to do. Thomas is an extraordinary man who has put his life at risk for the country. He was an officer in the Military with a squad he was in charge of. He has a wife and is a father of three, he owns Compton Fundraising and spent a year at Compton UK. In Tom's eyes, Courage is the most important trait. It´s not doing something you afraid of, it´s showing your followers that the thing you're doing isn't scary. And that you need to stand up and be a sensible leader even if it may not be popular with your comrades. In this Essay, I will outline why Tom is an inspiring leader in the way of what decisions, traits and thinking behaviours he uses and encourages.