Military Bearing Essay

Soldiers constantly look to their leaders for guidance when developing bearing themselves, since “Military Bearing” is instilled over the course of time, and doesn’t just come “Factory Installed” out of Initial Entry Training. Also, if the leader is unable or unwilling to uphold the standard that he expects of his subordinates, not only will the soldiers look on the leader as being hypocritical or having a “Double Standard”, and his soldiers will be less likely to carry out any orders from the superior, or at least won’t put any appreciable amount of effort into carrying out those orders. Respect comes from bearing. If a leader does not set the example of “Military Bearing”, the only respect that the leader will receive will be out empty reverence of the rank the individual may hold, and not out of true respect or loyalty to the leader himself.

Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.

The Army’s field manual 6-22, which covers Army Leadership, defines military bearing as” The projection of a commanding presence and a professional image of authority”. To elaborate, it is the appearance and demeanor of a person throughout the activities and circumstances that an individual is seen or observed. An individual is largely judged by others through the behavior that the individual exudes as he goes about his daily affairs, thus it is very important that the person shows a bearing of competence and professionalism at all times. Military bearing is the standard of

In order to be successful in any career one must be able to listen and take to heart the importance of what they are learning and doing throughout their lives; this has significance in both the military and civilian life. In order to do that you must follow whatever your superiors say, like when you are at your civilian job and your boss tells you to clean the bathroom. You have to be able to just do what you’re told so the job gets done, and you are also seen as a trustworthy employee. On the military side, it is self discipline. When an Non commissioned officer tells you to get something done there

According to Field Manual 6-22, “Military Bearing is defined as having or projecting a commanding presence and a professional image of authority”. One is to observe a sense of calmness even in the most stressful situations, leaders of the United States Army should maintain

With great authority indeed comes great responsibility. The commissioned and non-commissioned officers carry great responsibility, but the level of responsibility each individual carries is different throughout this career. A new sergeant is responsible for a single squad, whereas a lieutenant is responsible for an entire platoon. The commissioned officer plays a management role and is responsible for supervising hundreds or thousands of soldiers in accomplishing a mission. Most importantly, it must be well acknowledge by the citizens that these commissioned officers strive to accomplish every mission with utmost dedication and excellence as they are confided and charged with serving as models of the Army values in the performance of their leadership duties as they serve the nation with full dignity and a lifelong devotion.  The commissioned

The United States Army is one of the most powerful militaries on the planet. It has been said that Non-Commissioned Officers are the backbone of the United States Army. Respect for the non-commissioned officers is integral for any Army mission. Respect is an Army value and as such, should influence a soldier’s actions daily. Throughout this paper I will first define and describe respect in the United States Army, then outline the role of respect in a military environment, how respect empowers non-commissioned officers to lead soldiers and how showing respect to superiors and subordinates builds habits that will save lives in a deployed environment.

As leaders in this environment, it is implicit that we maintain the trust of the force no matter what your MOS may be. We are all soldiers first, live by the Army values, and assist our subordinates in their mastery of being a professional soldier. The leader must balance the culture of the military with the needs of the professional development of their soldiers. The leader must build and maintain the trust of the personnel in and build ingrain in them the stewardship of their profession, fostering growth and further development. They must be taught to balance the often-changing needs of the army with that of their profession. The skills of the profession require an expertise that endures through changing climates the trust, loyalty and character of the leader requires flexibility but at the same time an unwavering commitment to service.

Let me begin by saying I am not your typical hard charging noncommissioned officer (NCO). The sergeant you normally see barking orders with that strong command presence is not me. I tread lightly and lead with the “opposite” of an iron fist; those words help to explain my personal philosophy and vision on leadership as an NCO.

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

Soldiers must also know how to create and maintain a safe environment. Whether handling food or weapons, it is imperative that soldiers consider their safety as well as others. Leaders are responsible for teaching and enforcing these techniques along with many others. In addition to the soldier, the soldiers’ leaders also affect their families. According to the ADRP 6-22 (2012, p1-1), “Army leaders exercise a profound responsibility because the consequences of their decisions and actions affect the lives of Soldiers, their families, the enemy and non-combatants.”

Why it is important to respect a Non Commissioned Officer in the United States Army and the possible consequences and punishments that may be given. It is important to respect a non commissioned officer in order to keep the balance in the

If an U.S. Army Officer cannot meet the physical standards set, then they will be looked at in a negative manner by their subordinates. Not being able to lead from the

The definition of ethics, reads as a complex of moral precepts held, or rules of conduct followed by an individual (dictionary.com, 2014). Non-commissioned officers and officers in the Army, find themselves facing ethical dilemmas on a daily basis. Some dilemmas are minute in nature, while other dilemmas force Non-commissioned officers and officers into making questionable decisions. The Non-Commissioned Officer Evaluation Report, or NCOER, is one of the most prevalent tests of ethical character, facing the enlisted rating chain. A leader’s failure in properly counseling a Non-commissioned officer accordingly can result in either a hastily generated evaluation or an evaluation the Non-commissioned officer

Non-commissioned officers work in a middle management role and delegate to lower ranking soldiers. Leadership styles and the motivators used by commissioned officers influences their ability to establish a cohesive work environment.