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• Army Leadership Essays

Army Leadership Essays (Examples)

963+ documents containing “army leadership” .

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Need help coming up with a good thesis statement for an informative essay on army leadership styles..

There are several different types of army leadership styles that can produce the desired results among the armed forces.  Leadership in the army differs a little from leadership in other scenarios because some type of followership is built into the armed forces. The main leadership styles that you are likely to encounter in the army are transactional, transformational, servant, and autocratic. 

Transactional leadership is the type of leadership one most often encounters in the military.  It is based in structure and relies strongly on both rewards and penalties.  Rather than collaborating with subordinates, the transactional leader....

army leadership issues

The Army must continually evolve its organizational culture to reach and exceed the high standards the organization sets for itself, and to fulfill its obligation to the nation as a whole. Soldiers in the Army should always be held accountable for their behaviors and contributions to the organization, but leadership and organizational culture are ultimately what sets the tone and establishes standards of officer comportment. Therefore, it is always important to recognize the role that leadership plays in cultivating the type of ethical climate conducive to effective military action. The most pressing issues in army leadership and management include the establishment of an organizational climate that is solution-focused, built on a solid ethical footing. More specific issues at stake in army leadership relate to the ways current managers cultivate the talents and skills in their subordinates, recognizing high achievers or those with high potential and promoting leadership development within the army.….

What Army Leadership Consists Of A Field Manual

Army Leadership THE STUFF IT IS MADE OF A Sacred Agreement and Commitment Entering the Army is a big and serious decision, which begins with an oath. When Army leaders, soldiers and civilians take the oath, they bind themselves to a sacred agreement and commitment to the country and their subordinates (Schoomaker, 2006). As history witnesses, these men and women of the Army demonstrated exceptional courage, sacrifice and patriotism in numerous battlefields, all the way from the Revolutionary War to the contemporary War on Terrorism. This display of extraordinary capabilities can as well be seen in their orderly rooms, offices, motor pools and training areas not only within national boundaries but throughout the world where they are found. They exemplify the same capabilities and characteristics despite difficulties, wants and risks in the execution of their tasks and expectations. For their heroism, they deserve nothing less than a capable, professional, and upright leader. They….

BIBLIOGRAPHY

Schoomaker, P.J., U.S. Army General (2006). Army leadership. Field Manual FM

6-22 (FM 22-100). Headquarters, Department of the Army.

Leadership as Seen Through Cornwallis

So was this true for Cornwallis, who must bear the dubious association of his side's historical failure to retain the American colonies even as evidence suggests that his best efforts were extended as exemplary traits of leadership. Certainly, as Buchanan reports, "it is also a measure of his leadership that in all the actions in which we have observed him his militia performed like seasoned regulars." (Buchanan, 190) This relationship between leader and organizational members is an expected demand of the military. Perhaps more surprising and pleasing with consideration of unique anecdotal detail of the Buchanan text is the core competency listed by the military requiring "the ability to operate in an environment, encompassing higher and lower command structures, and using one's influence outside the traditional chain of command." (DoA, 67) This means that a leader is expected even such formally and bureaucratically impacted contexts to hold a certain degree of freedom extended from his own unique insights and skills. That is to denote….

Works Cited

Leadership Course No -- Leadership it Had

Leadership Course No -- Leadership It had often been said earlier that leadership is an inherent quality in certain individuals, but there are also leaders who are made through management institutions, by organizations, through institutions like the armed forces and even through political relationships, etc. There are certain qualities that a leader must have or develop to be a leader and remain a leader and those are the subject matter of discussion now. The situation in the world is changing and it has come to a position in the beginning of the twenty-first century, that certain characteristics are seen as requirements for being able to influence future changes. Some of them are the ability to bring together individuals as much as possible for them to take a collective action, demonstrate collaborative decision and inclusive decision making for the entire group, maintain a flexible and responsive reaction in reference to all changes, be ready….

"Devolution in Practice: An Update" Retrieved from  http://www.wkkf.org/Pubs/Devolution/Pub3623.pdf  Accessed 10 September, 2005

"Leadership" Retrieved from http://www.productivesolutions.com.au/leadership.htm Accessed 10 September, 2005

Leboeuf, Maureen K. "Developing a Leadership Philosophy" Retrieved from http://www.au.af.mil/au/awc/awcgate/milreview/leboeuf.htm

Accessed 10 September, 2005

Leadership Styles and Leadership

Army Leadership Informal and Collective Leadership Many people believe that the leader in any group or organization is one of the most important factors necessary to achieve the group's objectives. As a result of the perceived importance of the formal leadership, this role receives a lot of attention and a plethora of research has been conducted to better understand the qualities and actions of leaders that can make them successful in a range of different situations. However, there are other aspects of leadership that are beginning to attract more attention extend the focus of leadership beyond the leader themselves. For instance, some research has focused on shared and distributed leadership as well as the related theories. As the Army continues to evolve into a new generation of warfare the need for decentralized command structures has grown more salient and thus the attention on leadership research has broaden its focus from the traditional….

Bass, B. (1999). Two decasdes in research and development in transformational leadership. European Journal of Work and Organizational Psychology, 9-32.

Friedrich, T., Vessey, W., Schuelke, M., Ruark, G., & Mumford, M. (2009). A Framework for Collective Leadership. Retrieved from U.S. Army Research Institute:  http://www.dtic.mil/dtic/tr/fulltext/u2/a544438.pdf 

Martin, D. (2007). The Collective Leadership Framework. Retrieved from Ethical Leadership:  http://www.ethicalleadership.org/uploads/2/6/2/6/26265761/collective_leadership_framework_workbook.pdf

Leadership Phase 1 Discussion Board Sustainability Science

Leadership Phase 1 Discussion Board Sustainability science is the study of sustainability. This starts with defining sustainability, and then figuring out how to apply this concept to different types of human activity. My research falls into sustainability science is that it is related to the issue of water management. Water is a critical resource for survival, and it is important that we find ways to manage the supply of water better in order to ensure survival. There are many people in Africa who do not have clean drinking water (most people, actually) so this is a very important issue. I see sustainability as an interdisciplinary science. Transdisciplinary goes beyond interdisciplinary, where researchers work outside their own specialty to tackle holistic problems. Sustainability certainly qualifies as holistic but it is a massive issue that affects all life on earth, so it is not something that a scientist, politician or any other single entity can….

Army Ethics

Ethical Issues Facing the Army Leadership Today The United States military is facing a host of ethical issues today. A number of allegations in recent months regarding questionable ethical behavior -- as well as that which is decidedly unethical -- have afflicted nearly every segment of the armed forces including the Navy, Air Force, National Guard, and the Marines. Moreover, these instances of amoral and immoral behavior have also been widely reported in the media, which is affecting public perception of this branch of the country so that the public's view of Army leadership's unethical conduct is a snapshot of the ethical problems facing the Army today. Allegations have involved a host of offenses including bribery, cheating on examinations, sexual assaults, inebriation, drug use, unwarranted behavior in combat situations, and others. This paper will illustrate a number of different dimensions of this situation, including the need for ethics at both an….

ABC 7. (2014). Defense Secretary Hagel addresses ethical issues in military. www.wjla.com Retrieved from  http://www.wjla.com/articles/2014/02/defense-secretary-hagel-addresses-military-ethics-99943.html 

Baldor, L.C. (2014). Misconduct in Army forcing more soldiers out. www.military.com Retrieved from  http://www.military.com/daily-news/2014/02/16/misconduct-in-army-forcing-more-soldiers-out.html 

Bowman, T. (2014). New military ethics chief will face a full plate. www.npr.com Retrieved from  http://www.npr.org/2014/02/21/280759181/new-military-ethics-chief-will-face-a-full-plate 

Johnson, K.D. (1974). Ethical issues of military leadership. Online Information for the Defense Community. Retrieved from http://oai.dtic.mil/oai/oai?verb=getRecord&metadataPrefix=html&identifier=ADA511023

leadership in the army

The Army offers unparalleled opportunities for leadership development, and not just at the theoretical level but also at the practical and applied stages. Nowhere is leadership more important than in the military, which is why the principles taught in this course will continue to resonate with me as I progress in my career. While every lesson has something to offer, the modules on leadership theories and on ethics have proved especially helpful for me to gain insight into different styles and approaches. For example, Big Man theory, trait theory, and situational leadership theories all apply to the Army. Because I have a better understanding of the diversity of leadership styles, my attitudes about leadership have changed since taking this course. Some leaders are more effective as transactional managers, focused on specific tasks and goals, but lack the big picture vision that sets apart servant leaders and visionary leaders. I appreciate….

Leadership Is a Term That Can Mean

Leadership is a term that can mean many things to many people in many situations. It can refer to a sergeant in the U.S. Army leading his men through minefields to track down enemy combatants in Afghanistan. It can mean the fastest car in a NASCAR race and it can allude to the young man in a Sunday School class who takes over competently when the regular teacher is unable to be present. When discussing leadership it is helpful to use examples of people who showed leadership in various ways. The best-selling book by Michael Abrashoff (It's Your Ship: Management Techniques from the Best Damn Ship in the Navy) offers a wonderful glimpse into how a captain took over a Navy ship that was ranked very low in its capabilities because of a number of serious problems with personnel, with equipment, and obviously with leadership. In Abrashoff's book the author reviews the….

Leadership Can Be Defined as

As a political leader, we can refer to Napoleon Bonaparte and his actions as First Consul and Emperor of the French. The shared goal with his followers was to promote the French Revolution ideals in Europe through continental domination and, at the same time, to bring glory to the country and its army. Napoleon's soldiers, the 'followers', believed in the ideals of French supremacy and glory in Europe and fought for 20 years to achieve it, from Spain to Russia. As a community leader, Martin Luther King is an example of how the interests of a community (in this case of a minority) could be promoted and defended through direct action. Again, the social component is very important in characterizing this leadership example, as well as the common objectives that the followers and leader strived to achieve. As a religious leader, Mohammed is the best example of the social interaction between leader….

Leadership Style Book Review Summary of Book

Leadership Style Book Review: Summary of Book "Blessed are the flexible, for they shall not be broken," reads the quotation on the title page of 17 Essential Qualities of a Team Leader: Becoming the Kind of Person Every Team ants, by management guru John C. Maxwell. The word 'leadership' on its own often brings to mind rather stultifying and outdated modalities of leading by command, much like a general, or cliches about being true to one's values. Besides, few readers will be put in charge of a military unit, or hold the title of CEO -- but virtually every individual who participates in the business world will one day either lead or be part of a team designated to work on a particular product or target area of interest for the company. To suit the needs of today's marketplace and corporate structure, thus John C. Maxwell offers a different concept and ideal….

Maxwell, John. (2002) 17 Essential Qualities of a Team Leader: Becoming the Kind of Person Every Team Wants. Atlanta, Georgia: Maxwell Motivation, Inc.

Leadership One of the Historical

Many of these modern characteristic of a leader have been passed down to us in the form of the business and political leaders. For example, a company leader or business manager nowadays will certainly be required to have charisma, to be able to organize his personnel so as to obtain the desired strategic and tactical results. It is by being a respected personality and by a certain charisma that the leader is able to impose his will over the rest of the employees. This is perhaps the best reflection of a meritocracy at work, as well as that of its most important benefits. The meritocracy-based leadership view is certainly the most inspiring. There are several reasons for this. First of all, this type of view guarantees that the best leaders make it to the top rather than that they are selected based on birth and rank criteria. This will guarantee that….

Leadership After the Departure of LTC Wood

Leadership After the departure of LTC wood the lieutenant colonel that was in command a battalion in the 56th Heavy Brigade Combat Team (HBCT), there was a change of command. There was a new brigade leadership team that assumed responsibility for the period of pre-deployment and train-up. The paper will look at an analysis of the leadership problem that the new brigade leadership had. There will be a proposal on the solving of the leadership problem and finally an analysis of the expected outcome from the solutions that have been proposed. Problem identification There was an indication that the leadership performed well within Afghanistan given the circumstances. However there were various leadership challenges that were presented which required attention. First of all there were incompatible communication systems that crippled command and communication throughout the brigade. Due to the varied battlefield, electronic and environmental conditions leaders were often required to carry multiple radios for….

Cherry, K.(2013).What is problem solving? Retrieved July 20, 2013 from  http://psychology.about.com/od/problemsolving/f/problem-solving-steps.htm 

Sieck, W.(2013). Critical Thinking Skills: What are They and How Do I Get Them? Retrieved July 20, 2013 from  http://www.globalcognition.org/head-smart/critical-thinking-skills/ 

SkillsYouNeed.com.(2013). Problem Solving. Retrieved July 22, 2013 from  http://www.skillsyouneed.com/ips/problem-solving.html 

University of Kent Careers and Employability Service. (2010). Problem Solving and Analytical Skills. Retrieved July 20, 2013 from  http://www.kent.ac.uk/careers/sk/problem-solving-skills.htm

Leadership of Willington

Leadership of Wellington The British general Arthur Wellesley beautifully fits the model of a maverick military commander offered by obert Harvey in his work Maverick Military Leaders, the Extraordinary Battles of Washington, Nelson, Patton, ommel, and Others. Maverick Military Leaders discusses Wellesley's first (and significant) battle against Maratha forces at the Battle of Assaye. In Harvey's formulation, the future Duke of Wellington can be understood to exhibit most, if not all, of the sixteen traits found in successful battlefield commanders; and indeed, Wellington would go on to defeat Napoleon and end the putative emperor's reign at the decisive Battle of Waterloo in 1815. The victory at Waterloo would secure Britain's position as a great power vis a vis continental politics and affairs for the next century-and-a-half. It can be fairly said that the qualities of leadership that Wellesley displayed at Assaye were a precursor in his eventually becoming one of the….

Cavendish, Richard. (2003) History Today. www.historytoday.com/richard-cavendish/battle-assaye

Harvey, R. (2008). Maverick Military Leaders, the Extraordinary Battles of Washington, Nelson, Patton, Rommel, and Others. Skyhorse Pub Co Inc.

Leadership Traits in the Face

And certainly those men and women that have the ability to be trained, and have the character and judgment and willingness to be led before they are ready to lead, are certainly ready become military leaders. And just as a diamond must have three properties to become a diamond -- carbon, head, and pressure -- a leader must have three properties as well -- "character, knowledge, and application" (UC). In conclusion, inspiring troops as they go into harm's way is the solemn, august responsibility of military leaders. The traits that a leader must have in order to lead and inspire, include: engendering trust; be willing to assume the same risks as those he is leading; be competent and cooperative and have sound judgment; and have the character and knowledge to know what to do and when to do it. orks Cited Crandall, Doug. (2006). Leadership Lessons from est Point. Hoboken, NJ: John….

Crandall, Doug. (2006). Leadership Lessons from West Point. Hoboken, NJ: John Wiley & Sons.

Harvey, Robert. (2008). Maverick Military Leaders: The Extraordinary Battles of Washington,

Nelson, Patton, Rommel and others. New York: Skyhorse Publishing.

Sweeney, Patrick J. (2010). Do Soldiers Reevaluate Trust in Their Leaders Prior to Combat

The Army must continually evolve its organizational culture to reach and exceed the high standards the organization sets for itself, and to fulfill its obligation to the nation as…

Army Leadership THE STUFF IT IS MADE OF A Sacred Agreement and Commitment Entering the Army is a big and serious decision, which begins with an oath. When Army leaders, soldiers and…

So was this true for Cornwallis, who must bear the dubious association of his side's historical failure to retain the American colonies even as evidence suggests that his best efforts…

Leadership Course No -- Leadership It had often been said earlier that leadership is an inherent quality in certain individuals, but there are also leaders who are made through management institutions,…

Army Leadership Informal and Collective Leadership Many people believe that the leader in any group or organization is one of the most important factors necessary to achieve the group's objectives. As…

Transportation - Environmental Issues

Leadership Phase 1 Discussion Board Sustainability science is the study of sustainability. This starts with defining sustainability, and then figuring out how to apply this concept to different types of human…

Ethical Issues Facing the Army Leadership Today The United States military is facing a host of ethical issues today. A number of allegations in recent months regarding questionable ethical behavior…

The Army offers unparalleled opportunities for leadership development, and not just at the theoretical level but also at the practical and applied stages. Nowhere is leadership more important than…

Leadership is a term that can mean many things to many people in many situations. It can refer to a sergeant in the U.S. Army leading his men through…

As a political leader, we can refer to Napoleon Bonaparte and his actions as First Consul and Emperor of the French. The shared goal with his followers was to…

Leadership Style Book Review: Summary of Book "Blessed are the flexible, for they shall not be broken," reads the quotation on the title page of 17 Essential Qualities of a…

Many of these modern characteristic of a leader have been passed down to us in the form of the business and political leaders. For example, a company leader or…

Leadership After the departure of LTC wood the lieutenant colonel that was in command a battalion in the 56th Heavy Brigade Combat Team (HBCT), there was a change of command.…

Leadership of Wellington The British general Arthur Wellesley beautifully fits the model of a maverick military commander offered by obert Harvey in his work Maverick Military Leaders, the Extraordinary Battles…

And certainly those men and women that have the ability to be trained, and have the character and judgment and willingness to be led before they are ready…

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What Makes a Good Leader?

Today's arms race, by 1st sgt. jimmy a. robles, published in from one leader to another volume ii by the u.s. army command and general staff college in 2014.

January 6, 2021

(U.S. Army photo by Thomas Alvarez taken Jan. 9, 2020) U.S. Army Sgt. Daniel Chabot, an Advanced Leadership Course student, writes a list of traits that make a good leader during a class exercise at 204th Regional Training Institute, Boise, Idaho, Jan. 9, 2020.

“A good leader does not ‘choose’ the best or most opportune time in which to lead. A good leader takes the challenge whenever and wherever it presents itself and does the best he or she can.” — Sgt. Maj. of the Army (Retired) Richard A. Kidd

W hen I read this quote, I thought nothing could be truer; too many times leaders feel as though they are entitled to things because of their position and forget the real reason they exist. Identifying leadership qualities, elaborating on effective leadership, and how effective leadership is accomplished will be the ultimate focus of this paper. Conversely, I will also describe what leadership is not.

So what is leadership? The answer to this question can be partly found in a number of different definitions; the Merriam-Webster dictionary defines leadership as a position as a leader of a group, organization, and the time when a person holds the position of leader, and the power or ability to lead other people, while the Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.

Regardless of what definition you choose to agree with, one truth remains the same, your subordinates do not work for you, instead you work for them. You should believe that and find what drives them. In return they will be loyal to you and nothing is more precious than the loyalty of those placed in your charge.

In order to understand leadership you must know what makes or constitutes a good leader and there are many qualities that separate individuals when considering this. Here are just a few of those qualities as listed in Army Doctrine Publication 6-22: Army Leadership [Now Army Leadership and the Profession ]: an ideal leader should possess strong intellect, professional competence, high moral character, and serves as a role model. The same manual goes on to state that these leaders must be willing to make sacrifices, willing to act decisively, and carry out the intent of their superiors so as to better their organization.

In an article titled What is Leadership? Ken Kruse states, “Although most leadership positions have a title associated with it that does not mean you need a title in order to be a leader.” You can be a leader in many different places such as church, your neighborhood, and even at your home. Whatever the situation, leadership qualities do not develop overnight and in order to be an effective leader you must start by learning how to follow.

The NCO Guide uses the six NCO Common Core Competencies: readiness, leadership, training management, communications, operations, and program management as objectives for the Roles and Responsibilities of the NCO. (Graphic courtesy of NCO Leadership Center of Excellence)

How do you achieve being an effective leader? You must be able to adapt your style of leadership; what may motivate one subordinate may not necessarily motivate another. Getting to know the people that work for you is important; this will allow you to gauge your approach with them and simultaneously build on your shared trust and loyalty. Kruse also stated that, “Not all leaders will be the same, in most cases when people think of ‘leaders’ the first few attributes that begin to populate in their mind are; a take charge charismatic person or dominant.” The problem with this statement is that leadership is not an adjective and typically organizations will not need an overly-enthusiastic charismatic person to be a leader.

Be careful not mix or mistake management with leadership as this is a common theme in some organizations. Leadership and management often become intertwined when being discussed and evaluated and although you may think they are one and the same, nothing is further from the truth. Kruse also stated that, “Leadership and management are not synonymous; I am not downplaying management skills as they are needed and extremely important, but managers are needed to plan, monitor, coordinate, and resource.”

Leaders need to lead people and managers need to manage systems and processes. An example when thinking of how to relate the difference in the military would be that of how executive officers and operation sergeants are largely managers, while company commanders and first sergeants are leaders.

Earlier in this chapter I discussed being able to adapt your leadership style in order to get the best out of your subordinates. Unfortunately this sounds easier than it actually is because leadership styles vary. A way to look at the varying types is by dividing them into four categories.

Once a leader feels comfortable in their style it is often difficult to change without making a constant conscious effort to do so. The below figure, from Dr. W. C. Howard's work titled Leadership: Four Styles , helps describe four general categories or types of leadership and where each one of us might fit.

Type-A (Fact Based)

Expects others to perform at a high level, with emphasis on the bottom line.

• Quantitative
• Mathematical
• Theoretical/Scientific
• Conservative

Type-B (Creativity Based)

Provides an open and creative work environment, which provides opportunity for suggestions and clarification.

• Imaginative
• Synthesizing
• Spontaneous

Type-C (Feelings Based)

Makes decisions based upon how he/she feels about the issue.

• Talker (without reservation)
• Interpersonal

Type-D (Control/Power Based)

Provides specific and detailed instructions and does not tolerate deviation from assigned sequence.

• Highly Structured

I believe that I am generally aligned with Type-B and Type-D, however my subordinates may view my type of leadership differently and their view is more important than that of my own. A leader could easily use the above chart as a means to lead a discussion with their subordinates in order to receive their feedback and gain better insight and self-awareness so that they might adjust their leadership style accordingly.

All great leaders lead from the front and would never ask another Soldier to perform a task that they would not be willing to do themselves or possibly already accomplished them self. In an article titled The Essence of Leadership , August Turak stated, “Unfortunately all too often so called leaders tend to expect others to be determined, focused, reliable, accountable, responsible, and have integrity.” These qualities that leaders expect should be traits and attributes that they already possess themselves and great leaders will not lead by coercion or persuasion, instead they lead by example.

Leaders should continually strive to earn the respect, trust, and loyalty of their subordinates; this will come in time and not overnight. Respect should never come from fear instead it should come from the example that is set from that leader's actions.

If the respect you are obtaining comes from the fear you have instilled in your subordinates, this will only backfire in a matter of time. Your subordinates will not feel as though they can think, act, or even succeed without your approval. They will ultimately feel as though they are walking on eggshells and you will quite possibly never earn their loyalty.

Earning the loyalty of your subordinates is something special and every leader should strive for this; how you accomplish this gift will only come by treating your subordinates fairly, coaching, teaching, and mentoring them well, and showing them that you are deserving of this gift through your deeds and not your words.

(U.S. Army photo by Pfc. Jessica Scott taken March 9, 2020) A U.S. Army team leader with the 21st Infantry Regiment, 25th Infantry Division leads his team during a movement to contact exercise at Kahuku Training Area, Oaho, Hawaii, March 9, 2020.

No matter the profession, leadership is critical to any organization and an essential element necessary to develop its organizational members and teams. Leadership is arguably more vital in the military than in any other field. Similar to the military, strong leadership is crucial to other organizations such as those charged with physical security (private and public) as they will either excel or fail, with or without leadership. In his work Leadership Culture of Paramount Importance to Security Sector , author B. Whitmore stated, “Like the military, physical security leaders tend to be hard working, highly trained men and women who are employed to serve as first responders throughout the U.S., they possess traits and skills that require strong leaders.”

Our leadership doctrine states that there are three categories of core leader competencies: lead, develop, and achieve. The Army views these as the roles and functions of leaders, these competencies serve a significant role in providing a vivid and a consistent way to facilitate the expectations for leaders. A good leader will want to know where they stand in order to be an effective leader who is successful in their position and this is why the core competencies are important.

An important part of an effective leader is ensuring to empower your people; how do you do this without feeling that you may have lost control? Many have heard the old adage that leadership is not about maintaining control; it is really about giving up control and empowering your subordinates.

A competent leader knows exactly how to foster and create an organizational climate that is positive and empowering. There is a method when empowering your subordinates. First, provide them with a task, ensure to delegate some authority, let them solve the issue and also provide some expectation management so they have some sort of idea of what you are looking for. Although you may empower them this does not exclude conducting checks and making the necessary corrections, assessing and providing feedback throughout is essential to their ultimate success.

In conclusion, there are many books, articles, journals, studies etc. explaining what leadership is and what defines an effective leader, however in my opinion, our Army leadership doctrine does a great job of explaining the essential elements necessary in all Army leaders.

There is no substitution for experience and all leaders will have growing pains, it is what we do after we go through these pains that will define the leader you will become. Leaders should never be satisfied with their craft; the status quo should never be “good enough.” Leaders should always seek new ways to improve themselves, their Soldiers and their organization.

I would like to close this paper with a quote from Gen. George S. Patton, “It is absurd to believe that Soldiers who cannot be made to wear the proper uniform can be induced to move forward in battle. Officers who fail to perform their duty by correcting small violations and in enforcing proper conduct are incapable of leading.”

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The Foundation of Army Leadership and Its Factors Essay

Introduction, leadership and organization, leadership philosophy, leadership types.

It is important to note that leadership is among the most critical aspect of the military since it is directly tied to the organization and structure of an army. The given writing will primarily address various fundamentals of army leadership as well as its functional manifestations. The foundation of army leadership stems from leading, developing, and achieving beside or at the front of the subordinates within both direct and indirect settings.

Military and army are heavily organized structures comprised of people coordinating their efforts within strict and obligatory rules of interaction, command, and communication. It is stated that “leadership is the process of influencing people by providing them with purpose, direction, and motivation while you are operating to accomplish a mission and improve the organization” (Clark, 2021, p. 4). A study suggests that there is a “significant correlation between a poor perception of leaders and high behavioral health risk, while effective leadership was associated with improved behavioral health and organizational effectiveness” (Umbrasas, 2022, p. 100). Thus, army leaders have a profound impact not only on how the army performs during operations but additionally how the soldiers are in general.

One should be aware that a disorganized army is no longer an army at its core, which is why an organization is categorized as an essential centerpiece. However, organized behavior and cohesion do not appear on their own, which is the reason for having strong leadership permeating the ranks of the entire army. The organization enables a rigid structure, which turns a group of people into a unified army capable of functioning in a coordinated manner.

Since leadership is about influencing others to undertake specific and appropriate actions, a leader must have a specific set of qualities, attributes, and competencies. The leadership philosophy of an effective army leader is Be, Know, Do. The latter is “the key characteristics of an Army leader that summarize the leader attribute and core leader competencies” (Clark, 2021, p. 5). In other words, a person’s ability to lead in the army is dependent on his or her actions, competence, and character labeled by Do, Know, and Be, respectively. The seven key army values are personal courage, integrity, honor, selfless service, respect, duty, and loyalty (Clark, 2021). Thus, army leaders should focus on self-development and self-growth to obtain the necessary attributes and competencies before they can as such.

The Be dimension of the leadership philosophy primarily refers to leader attributes. These include identity through character, outward appearance and fitness, and intelligence (Clark, 2021). In a sense, an effective army leader must present himself or herself as a leader by looking like, and he or she must have a strongly appealing personality with rigid army values accompanied by a sharp intellect. Competence is directly relevant to the Know aspect of the army leadership philosophy. It is stated that the Know “is as important as good character in your growth as an Army leader. Without it, your command will lack substance” (Clark, 2021, p. 7). In other words, an army leader must be knowledgeable, communicative, innovative, mentally agile, and have sound judgment.

Three key components of competence include training, experience, and education. It might be helpful to add that self-development is of paramount importance for competence, and the outcome of an increase in this component is mutual trust. It is stated that “soldiers should continually develop competence through institutional education, realistic training, and self-development” (Tolman, 2020, para. 4). In addition, “mutual trust and shared understanding between leaders and subordinates will grow once competence is established” (Tolman, 2020, para. 4). In other words, not only competence in itself is critical for mission command, but it lays a foundation or basis for other key principles of the latter. These seven principles of mission command such as “competence, mutual trust, shared understanding, commander’s intent, mission orders, disciplined initiative, and risk acceptance” (Tolman, 2020, para. 3). Thus, all other elements are tightly reliant on soldiers being competent in their actions and knowledge.

The Do dimension is about how an effective army leader ought to act, where comradeship and devotion to the cause are of paramount importance. It is stated that “nothing speaks more clearly to your subordinates about your commitment to excellence and improvement than your ongoing assessment of the unit’s performance and your leading the way toward improvement” (Clark, 2021, p. 8). Therefore, an army leader leads, develops, and achieves alongside his or her subordinates. It can take some level of creativity, adaptability, and innovativeness to identify and utilize such an opportunity. However, it is interesting to know about the boundaries of freedom of action under the disciplined initiative since there is a certain degree of interpretation of what is the commander’s intent. In addition, a question might emerge about the perceptive aspect of the disciplined initiative, which leads to the failure of achieving this intent.

It should be noted that leadership in the army can be direct or indirect. For the former, “direct leadership is face-to-face, first-line leadership. Subordinates of direct leaders see them all the time at the team, squad, section, platoon, company, battery, squadron, and battalion levels” (Clark, 2021, p. 10). For instance, a commander’s intent of mission command is a form of exercising one’s authority to utilize a commander’s intent to command through his or her leadership. In other words, it takes place when a commander uses mission orders to initiate a disciplined action with the use of his or her intent to enable adaptive and agile conduct of operations, which are based on authority and leadership.

Indirect leadership refers to a leader with no legitimate hierarchal basis but who leads through experience or character nonetheless. Unlike a direct form, it is a type of art of leadership, where confidence and trust are key ingredients to achieving a common goal. There is a strong element of empowerment and motivation involved in indirect leadership. The given exercise of authority avoids micromanagement by undertaking the risk of mistakes and execution errors based on reliance on guidance and parameters of action.

In conclusion, it is critical to note that the foundation of army leadership stems from leading, developing, and achieving beside or at the front of the subordinates within both direct and indirect settings. A wide range of fundamentals of army leadership, as well as its functional manifestations, were assessed and analyzed. Since organization and structure are highly important for an army, leadership must be thoroughly studied as the sole enabler of cohesion, coordination, and unity in action. Army leaders can have a profound impact not only on how the army performs during operations but additionally how the soldiers are in general.

Clark, M. (2021). Introduction to army leadership [PDF document]. Web.

Tolman, F. N. (2020). Mission command: A senior enlisted leader’s perspective . NCO Journal. Web.

Umbrasas, K. (2022). Rediscovering leadership as an antidote to adjustment problems in the army [PDF document]. Web.

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IvyPanda. (2023, September 2). The Foundation of Army Leadership and Its Factors. https://ivypanda.com/essays/the-foundation-of-army-leadership-and-its-factors/

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IvyPanda . 2023. "The Foundation of Army Leadership and Its Factors." September 2, 2023. https://ivypanda.com/essays/the-foundation-of-army-leadership-and-its-factors/.

1. IvyPanda . "The Foundation of Army Leadership and Its Factors." September 2, 2023. https://ivypanda.com/essays/the-foundation-of-army-leadership-and-its-factors/.

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IvyPanda . "The Foundation of Army Leadership and Its Factors." September 2, 2023. https://ivypanda.com/essays/the-foundation-of-army-leadership-and-its-factors/.

• Disciplined Initiative in Training
• Significance of Family in Self-Development
• The Principles of Mission Command by General George S. Patton
• Disciplined Initiative of US Marines in Operation Urgent Fury
• The Role of Work in Self-Development
• Role of Commander's Intent in Military Operations
• Andrew Jackson's Performance in the Battle of New Orleans
• Theory Construction as a Disciplined Imagination
• Seven Principles of Mission Command After the Pearl Harbor Attack
• Importance of continual self-development in achieving organisational objectives
• Extremism: The Contribution of the Military
• The Proliferation of Small Arms and Light Weapons in West Africa
• Challenges of Managing the Army and War
• Operation Anaconda Case Study: Analysis
• What Happened in Operation Anaconda

The Foundation of Army Leadership

My essay aims to discuss the foundation of U.S. Army leadership. Knowing the foundation of leadership in the Army is very important to being a leader. By its very nature, war is a place of chaos where nobody knows exactly what to do, where to run, or where to shoot. Therefore, throughout the millennia, a workable organization of army order has played a crucial role in military success. If the soldiers are not organized and do not follow a leader who knows what to do, they do not even have a chance of achieving the campaign’s goals. Moreover, in war, the lack of quality leadership affects whether fighters return home alive or not. A weak, untrained, and poorly educated leader increases the chances of failure for his squad. That is why it is so important to pay attention to the training of command personnel following the foundation of leadership in the Army.

The Foundations of Army Leadership is a system of knowledge, skills, and principles that have developed over the centuries in accordance with the values and laws of our country. The set requirements for leaders are the basis of this doctrine, and “the Army identifies three categories of core leader competencies: lead, develop, and achieve” (U.S. Army, ADP 6-22, 2019). “Lead” means to give direction and purpose to soldiers; “develop” is to help young soldiers gain competencies; “achieve” is to attain successful completion of tasks and missions. Commanders must be held to high standards because leaders are only efficient if they can influence their subordinates by example and trust them. The Foundations of Army Leadership requirements ensure the selection of competent and mature soldiers for management positions and provide guidelines for effective training (Munteanu, 2016). Thus, Army leaders are competent, dedicated, well-educated, and multi-skilled members of the military. Any person who goes from soldier to commander must acquire a range of competencies in various areas.

Some soldiers have a natural flair for leadership; others can undergo the training for it. For these purposes, military experts follow BE-KNOW-DO, a well-established formula for U.S. Army leadership. BE means having the values and attributes inherent in a leader and manifesting them in service. The commander must have the qualities of a good soldier (courage, responsibility, discipline, etc.) and inspire their subordinates with the example (Munteanu, 2016). KNOW means to acquire the necessary knowledge about the strategy and tactics of warfare, “technical systems, organizations, management of resources, and the tendencies and needs of people” (Munteanu, 2016, p. 4). In combat situations, it is vital to be able to make decisions quickly, relying on working knowledge, proven by time and practice, and not just on intuition or experience. DO means establishing a correspondence between your words and actions (Munteanu, 2016). If a leader tells a soldier to complete a task that they cannot complete, then the authority of such a commander will fall.

A big part of leader development is adapting and following the warrior code of ethics. Values are what shape a person, strengthen the core of their personality, and provide moral and practical guidance. AR 600-20 lays the basis for understanding and executing Army leadership; it includes soldiers’ selection, training, and education based on shared values and ethical standards. According to the ADP 6-22 Chapter 1, “the Army Values are the compass needle, always pointing toward what the Nation demands of its Army” (U.S. Army, ADP 6-22, 2019). This guide exists for all military professionals, from soldiers to senior officers, and lays down the general principles guiding warriors. First, to become a leader, you need to master and feel the fundamental values well – “integrity, loyalty, duty, respect, selfless service, honor, and personal courage” (U.S. Army, ADP 6-22 , 2019). Second, the future leader must gain competency-based abilities to build trust, inspire, communicate and lead (U.S. Army, ADP 6-22 , 2019). Ultimately, the role of a leader is to ensure that peers build trust, promote the professional and personal growth of subordinates, and ensure the success of missions.

An army leader is not just a rank or a high position; it is a significant responsibility for his subordinates and the implementation of national interests for the benefit of the country. Even if a person is a born leader, they will have to master military values at a high level, constantly acquire new knowledge and develop professionally and personally. The role of a leader requires considerable dedication, learning the art of war from a basis, the confidence to lead and inspire, and an impressive amount of internal discipline. American traditions, national values, and military guidelines have laid the foundation for understanding successful and effective leadership in the Army. Current and future leaders are expected to learn these high standards and implement them in their service. BE-KNOW-DO principle is a valuable and applicable outline to follow for future leaders. Understanding the role of a leader and effective leadership is essential to building a well-functioning army capable of achieving results and carrying out missions with the least possible casualties.

Army, U. S. (2019). ADP 6-22 Army leadership and the profession. Department of the Army .

Munteanu, A. (2016). Army Leadership. CEFME Students Conference, Romania. Web.

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Home — Essay Samples — Government & Politics — Army — Education And Training: Crucial Assets For An Army Leader

Education and Training: Crucial Assets for an Army Leader

• Categories: Army United States Army

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Words: 793 |

Published: Dec 16, 2021

Words: 793 | Pages: 2 | 4 min read

• CFA Staff (24 Aug. 2018). The Difference Between Training and Education for Employers. Retrieved from https://collegeforamerica.org/difference-between-training-education/
• NSF International (June 2017). Education vs Training: What’s the Difference? Retrieved from www.nsf.org/newsroom_pdf/Education_Vs._Training_-_What_Is_the_Difference_-_Whitepaper_-_NSF_PB.pdf.
• U.S. Department of the Army (August 2012). Army Leadership: ADP 6-22. Retrieved from http://data.cape.army.mil/web/repository/doctrine/adp6-22.pdf  

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