Responsive Army Leaders

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.

The Balancing Role of the Profession Leaders, is challenging. U.S Army strategic leader’s main objective one, balancing the link of the Army current situation and its future area of operation. Profession leaders understand, if balance is not meet, the Army cannot function at its

Over the years, the relationships between army leadership and a business management have been throughout to be compatible in the organization framework. Yet, it is not always that these two style of command control is not similar in some aspect, but an army leader with an organization district manager are two different leaders. In other words, leadership and management might have subordinates under them, but they will have different meaning. In this paper, my purpose is to do an assessment of leadership and management, as well as demonstrate the similarities and differences in the application it is used. To begin the similarly of leadership and management is important to know the definition of the two. There are many principles of leadership and management, but three of the most important principles are the trait method, the skills method, and the situation awareness method principles. This paper will compare these methods, from the basic, and to what is required to fully understand them and know the contrasting of each method. Looking at the three method, the two that could be comparable are the traits and skills method. However, they are different and some aspect that can be significant.

The purpose of this paper is to point out some of the attributes an outstanding Army leader should possess.

Army leaders must be decisive, as Vann was, however, today’s army requires agility and adaptability as

Summary: In this article the authors are addressing future leaders, and they immediately inform the reader that because there is more complexity considerably more complex issues and technologies than a century ago in the operational military environment, there is a great need for military leaders to achieve autonomy in terms of adapting to and learning about the evolving environment. In short, leaders must be smarter and better prepared for a changing world.

The modern Army is to become more adaptive and resilient in different situations. I believe leadership is very important because it can influence others. When we talk about influencing others, we are making changes. Many Soldiers do not like changes because they prefer to remain in their comfort zone, and changes in routines are often uncomfortable for the Soldiers. What can we do to adapt to a new environment?

While the United States Army is dedicated to promoting peace, stability and security throughout the world, there are challenges that are necessary to address. Russia, North Korea, China, Iran, the rising of non state actors in the Middle East, and future strategic campaigns all present issues that face the Army. Coupled with budget sequestration, these challenges are amplified.

The 2014 Army Strategic Guidance directs the U.S. Army to remain the most highly trained and professional military force in the world. Based on the 2014 Army Strategic Planning Guidance, the U.S. Army has the responsibility to train its junior officers in strategy trough the domains of leader development. First at Institutional training, then during their operational assignments and third during the facilitation of leader self-development. This essay explains how the three domains of leader development nest strategic training for junior officers starting at the institutional training domain.

General Odierno’s remarks highlight the renewed emphasis on Army leader development. The Army defines leader development as “a continuous and progressive process, spanning a leader’s entire career.”

Lessons learned from past conflicts and deployments guide our current training and tactics, however, a changing world necessitates developing leaders characterized as both capable and adaptive to their situational

Ensuring that future Army forces are prepared to win in a complex world requires a focused, sustained, and collaborative effort across the institutional Army, the operating force, the joint community, industry, academia, and other interorganizational and multinational partners. Future force development must also cooperate and integrate efforts across doctrine development, organizational design, training, materiel development, leader development and education, personnel management, and investments in facilities.

stewardship of the future of the Army. The Army is made up of strategic leaders who

Becoming a strategic leader in the Armed Forces is an exciting but challenging goal. This prestigious role involves many responsibilities. A Volatile, Uncertain, Complex, and Ambiguous (VUCA) environment also characterizes the complex context in which military forces operate. Therefore national security senior leadership requires precise key skills and knowledge, beyond the ones needed at tactical and operational level, in order to be successful. This paper is my personal critical self-assessment of the ability to lead at the strategic level as it stands today, at the beginning of the Air War College (AWC) course. Gaining self-awareness is my first step to maximize the outcome of this course that is just focused on educating the future joint strategic leaders. In the paper, I will also include my personal strategy, while attending the Air War College, to strengthen my identified shortcomings and to reinforce my identified strengths. The Right to Lead Assessment Model (RLAM) is the reference tool I used to conduct this self-analysis in a more structured form.

5. Military problem: The continuous change in today’s battlefield increases the difficulty of anticipating our enemy’s threats. For example, the increase for Cyber Warfare Defenders and Cyber Operations Officers have increased in the Army due to the evolution of our enemy’s tactics, techniques, and procedures (TTP). Since the Army is struggling to combat the wide range of threats, we must focus on optimizing our most agile resources.