...AVM-385 Mission Accomplishment With over 20 years of experience in leading Marines/employees in all aspects of life, I have found that the one driving force behind the success of Marines is their drive to be the best. No matter what adversity is put in front of them, they always seem to overcome, endure and come out on top. With the growing pressure that comes with missions, there are many obstacles that have to be addressed in order to succeed. The same can be said about the civilian sector. Leaders and management have to find ways to ensure that the mission and goals are achieved, and in keeping with the best interests and needs of their Marines and employees in mind. When common goals of both employers and employees are shared, then the obstacles to success decrease and the whole “Team” can move forward together. Without teamwork, then the chances of getting the job done decreases and chaos can overtake a unit and workforce. There are several ways to promote teamwork. I believe communication is a key component. Keeping your employees aware of the mission gives them the shared view of where the team is headed. If your employees do not know the “Why”, they can become complacent and wonder if the leadership even cares. Everyday work becomes like Groundhog Day, over and over the same thing. Work quality diminishes, enthusiasm goes away, and the will to succeed fades. When you tell your employees that they need to work the weekend, stay late, or show up early and...
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...Tactical Leadership versus Organizational Leadership Tactical Leadership and Organization Leadership utilize the same principles of leadership in order to meet the goals of mission accomplishment. Tactical Leadership is developed by using previous experiences to analyses and implement specific actions that need to be taken to achieve the organizations mission. Tactical Leaderships center of influence is as small as individual and as large as a battalion. Company and Battalions are organizational and thus Organizational Leadership must also be used at that level, but without Tactical Leadership that was developed earlier, failure is inevitable. Tactical Leadership can be viewed as a corner stone of Organizational Leadership. Tactical Leaderships is often influenced and shaped but Organizational Leadership due to the implementation of policies and procedures. Tactical Leadership must apply the not only the leadership principles but also human needs to those being lead. Organizational Leadership effects the organization in establishment of policies, standard operation procedures(SOPs), and organization norms. Organizational Leadership like Tactical Leadership is ever evolving, but without the defined parameters establish thru policies, SOPs, and norms. Organizational Leadership must plan in longer terms and establish systems in order to maintain the continued productivity of the Organization. Organizational Leadership center of influence spans form Company Level to Strategic...
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...The Personality Approach to Leadership Leaders come in many shapes and forms. As we look at leaders in the different types of organizations, I will be able to explain and justify why leaders act the way that they do. Every situation calls for a different type of leadership style. In my paper I will explain the different types of leaders and why they perform in certain ways. I will also show how their effectiveness to different organization situations effect their followers. Every organization has to step back and look at various situations and focus on how to improve them. As effective leaders, we have to use that strategy to make improvement. Leaders in all types of organizations should be able to seek and focus on improving their organization. If leaders are not able to see and comprehend the need for such improvement, it will prove to be detrimental to the success of the organization. As we look at the personality theory, in regards to leadership, we find that it is the combination of physical, mental, emotional, and social characteristics and traits within an individual. It relates to the way people act and react to others and it can affect an individual’s perceptions and behaviors. When we try to dissect the concepts of a person’s personality we will find that no two are alike. Every person has their own ways of like and dislikes. As human beings, we must also try to understand the ways and actions of others. As leaders, we must be able to do this, because...
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...Power Influence Approach Power influences is a very effective and sometimes dominate approach to leadership. Many leaders use the position of power to influence the outcome of a mission or project. Power possession is inheritably dangerous because of the opportunity for abuse. When used in a proper manner power is beneficial, and necessary. Power approach to leadership exists when a leader understands the position that he or she has and understands the power associated with the position. This power style of leadership can prove a detriment and an asset to leadership. Power is as a motivational tool to compel the resolve of the company on employees and suppliers alike. At times leaders misuse the power of the position. Ethic and moral violation are a possibility when leaders use the power of the position to causes undue influence on personnel or practices within a company. Strengths The influence of power has much strength. Creating an environment of accomplishment, and motivation is an attribute of the power influence style of leadership. According to Yukl (2010), one common indicator of leader effectiveness is the extent to which the performance of the team or organizational unit is enhanced and the attainment of goals is facilitated. An effective unit is often seen as highly motivated and dedicated to the cause or mission (p. 10). Weaknesses Leaders abuse power for many reasons; some personal greed and others out of arrogance. It is constantly in the news where...
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...3 Introduction Human Capital Framework · 3 Framework Our Mission · 4 Copyright Office Strategic Plan Mission, Goals, and Objectives · 5 Business Process Reengineering · 5 Current Organization and Workforce · 5 Reliance Upon Library of Congress Human Resources Services · 6 7 Part 1 · Strategic Alignment 7 Part 2 · Organizational Alignment and Workforce Planning 9 Part 3 · Talent 15 Part 4 · Results-Oriented Performance Culture Performance Culture 17 Part 5 · Leadership and Knowledge Management 19 Performance Measures and Evaluation 19 Appendices a: Stakeholder Roles and Responsibilities · 19 b: Implementation Framework · 21 Message from the Register of Copyrights I am pleased to present the Copyright Office Human Capital Management Plan for 2004–2008. This Plan has been developed as a companion to the Office’s Strategic Plan and links our human capital planning to the Office’s strategic policy and management objectives. It emphasizes the importance of human capital management to the successful accomplishment of our mission. In every organization, people are the most valuable resource. This is especially true at the Copyright Office, which is fortunate to have a seasoned, dedicated, and professional workforce that is customer-service oriented. The Office has a unique mission, and I am gratified when I work with staff and see their dedication and commitment to ensuring that we carry out that mission in the very best way possible. Over the last several years, the...
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...Individual Leadership Analytical Paper November 25, 2014 Abstract In order for a leader to be effective they must balance their approach to leadership. A leader cannot focus solely on the development of subordinates at the expense of the organization’s goals, and they cannot focus solely upon the organization while neglecting the people within it. In this paper I examine the leadership of one of my previous superiors to attempt to determine if his approach was effective, and why or why not. Introduction Leadership within the United States army is primarily focused upon accomplishment of the organization’s mission. That mission is to fight and win the nation’s wars (U.S. Army). There are many other areas of focus which support the primary mission. Leaders must ensure their subordinate’s well-being, as a sick soldier cannot fight. Leaders must develop their subordinates, as the United States army has been around since the founding of the country and will still be there when the leader is gone. The next generation of leaders must be prepared to take over and continue the army’s mission. Leaders must instill confidence in their subordinates. One area of focus which can sometimes be forgotten at lower levels is the appearance of soldiers. When soldiers look professional, fit, well-equipped, and prepared they inspire confidence in the civilian population. Americans, and others, view professional appearing soldiers as more competent and thus respect them more. ...
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...The following are the 11 Principles of Leadership developed by the United States Army Principle #1 – Know Yourself and Seek Self Improvement Develop a plan to keep your strengths and improve on your weaknesses. Principle #2 – Be Technically Proficient Not only do we know our duties and responsibilities, we know all those of our team members, and we look to our leaders and concern ourselves with learning their duties and responsibilities. Principle #3 – Seek Responsibility and Take Responsibility for Your Actions We are not satisfied with performing just our duties to the best of our abilities, we look to grow and seek further challenges, and always, when in charge, accept the consequences of our decisions, absorb the negative and pass on the praises. Principle #4 – Make Sound and Timely Decisions Leaders must be able to reason under the most critical condition and decide quickly what action to take. Principle #5 – Set the Example No aspect of leadership is more powerful. Our personal example affects people more than any amount of instruction or form of discipline. We are the role model. Principle #6 – Know Your Personnel and Look Out for Their Well Being Leaders must know and understand those being led. When individuals trust you, they will willingly work to help accomplish any mission. Principle #7 – Keep Your Followers Informed Our team members expect us to keep them informed, and where and when possible, to explain the reasons behind requirements and decisions. Information...
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... Supervisor p. 386 William, M, Gordon, J (2006). Nurse or Nurse Leader? Leadership Challenges in Building Healthcare Organizations The Business Review, Cambridge 6. 2 (Dec 2006): 296-297. Critical Summary of the editorial Authors Michael William and Jenn Gordan’s article about nurse leadership challenges in building healthcare organizations speak about nursing leadership as more an art than a science. They speak about building a healthcare organization, and how it requires well-honed leadership knowledge, competencies, and skills to develop and enable a successful and sustainable healthcare organization. There are many times in healthcare organizations where the support staff is not concerned or interested in growing the healthcare organization. A leader’s professional dream may be inhibited by the uncommitted support staff that is uninterested or unengaged. The authors speak about the 5 exemplary practices of leader ship as presented by James Kouzes and Barry Posner in their seminal work The Leadership Challenge is about how leaders get extraordinary things done in organizations. The study asks the question; how can nurse managers address and minimize the potentially harmful effects of limited staff interest in the growing healthcare industry? The authors indicate the solution is to simply; implement proven, research-based leadership practices that can stimulate staff interest, excitement, and commitment in building...
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...achievement of outcomes and how controlling systems and quality management are directly related to motivation in the organization. Quality Management Even though opportunities and threats are responded to, the Army Reserves use several control systems throughout its organization. From its own decision making process (MDMP or, the Military Decision Making Process) to AAR’s (After Action Reviews), which follow any mission or task accomplishment, these AAR’s feed directly into the decision making process and many of these processes and controls are used by the ‘upper management’ and down in the trenches as well. The effectiveness and efficiency of an organization is determined by how well a manager performs the four essential managerial functions: planning, organizing, leading, and controlling (Jones & George, 2007 p.7). The following is a step-by-step description of the functional MDMP process, noticing the similarities to the steps managers must take in civilian organizations. Planning is the first step of this process. Once a mission or task is received, leaders must analyze the situation at hand looking at all...
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...plan for the future so they can anticipate problems by deciding on what events to avoid. Therefore, effective planning can be the difference in a successful and unsuccessful manager. When planning a manager needs to take logical steps in think through what needs to be accomplished to achieve the organizations goals. In the military planning for deployment and redeployments is a conscientiousness responsibility of every commander at each level. Their main goal is to bring back every soldier who has deployed with them. Then the commander reviews the mission statement to see what resources are needed to bring to the fight. After that, the commander reviews the movement plan from the United States to theater making sure sustainment resource are available for the troops during their move and once they arrive at their specific destination. Then to sustainment and prolong operations until successful mission accomplishment in...
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...Tactical Leadership and Organization Leadership utilize the same principles of leadership in order to meet the goals of mission accomplishment. I believe that organizational leadership is the basis and is achieved with the use of three basic principles. Basic leadership skills and competencies, policies and procedures and the overall organizational mission needs. Company and Battalion levels are considered organizational levels. After completion of your required leadership courses this is where you will continue to training in order to mold yourself and your soldiers into a team that will be able to support the unit’s mission no matter what it may be. The organizational mission could vary from unit level training, natural disaster assistance and go as far as combat. The first thing we as leaders need to take into effect is the organizational mission, both in peace time, tactical training and combat. This will set the tone for required training needed to be an effective leader in order to support the unit at the organizational level as well as the tactical level. I believe that Tactical Leadership is developed from previous experiences obtained through training performed at the organizational level. Everything we do as leaders is in preparation to support the organization at the unit level in peace time as well as at the tactical level during war, or tactical training. In order for this to work effectively leaders must follow set standard operating procedures...
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...Navy and Marine Corps Commendation Medal for meritorious service as a Maintenance Control Chief Petty Officer and Armament Branch Leading Chief Petty Officer at Strike Fighter Squadron ONE TWO FIVE (VFA-125) from April 2016 to March 2018. He displayed sustained superior leadership and performance emphasizing his total commitment to mission accomplishment and subordinate development. His unparalleled aviation maintenance expertise and dedication to professionalism ensured the command surpassed all Naval Aviation Maintenance Program requirements while standing up the Navy's first F-35C Fleet Replacement Squadron. Through his diligence and leadership, the squadron attained Safe-for-Flight status, leading the way for a successful training pipeline for all future F-35C pilots to the fleet. Specific accomplishments include: He has consistently set the standard of professionalism for 204 Sailors and 30 Lockheed Martin contractors. Within months of reporting aboard, he led efforts to establish 38 maintenance programs, seven Quality Assurance Representatives, 23 Collateral Duty Inspectors, and 491 required qualifications to ensure VFA-125 was prepared to operate immediately upon aircraft delivery....
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...define the three types of leadership currently instilled at this corporation. First, I will begin by defining the current CEO’s style of leadership. While in his tenure as CEO, Executive A has brought this company through an incredible phase of growth only a “Level 5” leader could do. Executive A is a textbook cutout of the top level hierarchy of the level 5 model. He has all of the traits from the other 4 levels of leadership and he has also stepped up to the next level of leadership by his deep personal humility and his intense professional will. A “Level 5” leader always puts people first, he retains the good leaders and removes the bad managers and surrounds himself with competent, talented personnel, then no matter how painful of a task, this type of leader “takes stock” of the position of his company and deals with the ugly duty of making the big decisions to chop, cut, and rebuild. He will then set his sights on find what ignites the passion in his employees, so they are able to propel the CEO’s vision of accomplishment to the next level type who acts quietly, is calm and extremely determined. He is the type to have undeterred resolve to accomplish the results to produce the best long-term results for his company. Also, he looks outward and not in a reflective pane to credit others for their accomplishments. exhibits these transformational leadership qualities. Additionally, the transformational leader provides a vision and sense of mission to the company and gains...
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...start-up perspective is followed by the authors applying the newly acquired knowledge to broadly create a “mock” foundation. Program Framework within the Nonprofit Organization: How to Create a Successful Nonprofit Harvard Kennedy School’s curriculum for one of their nonprofit classes states that “Strategic Frameworks for Nonprofit Organizations is designed to help nonprofit and NGO leaders use strategic management frameworks to improve their organizations.” (Letts, 2012) Smith, Bucklin & Associates, Inc. teaches: “Strategic planning is a management tool that can help focus – and periodically refocus – an organization’s vision and priorities. This planning process establishes choices about how best to accomplish the organization’s mission.” (Smith, 2000) Carl Richardson simplifies the urgency of strategic planning by asserting “An organization that is growing and hopes to sustain that growth needs a set of strategies to guide its program development, build a solid financial foundation, and prepare for challenges that lie ahead. In other words, it needs a strategic plan.” (Richardson, 2012) With this exigency, we are focused to answer the following questions: What is strategic planning and how do we correctly apply this program framework to form a successful nonprofit organization? The task of...
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...purpose of this counseling is to provide you with the information about my philosophy on leadership, standards and expectations. I have tremendous expectations of you as a Bradley Gunner in this platoon. I am confident that you will not have any difficulty implementing and accomplishing what is expected as long as we work together as a team. Always remember, there is no “I” in “TEAM”! As a leader, I owe you the opportunity to perform to the best of your abilities. By the same token, I will not do your job for you. Always do what is right not what is easy and when no one is looking. 2. I am proud and honored to be your Section Leader. My goal is to ensure this section is the best Infantry Section in the Army (and I mean it)! Your job as a Bradley Gunner is tough and demanding. I understand this because I once was where you are today. 3. LEADERSHIP: Effective leadership can sometimes appear strange because there are no set rules or formula to guide you. Every soldier’s (regardless of rank) personality is different. Therefore, I place the utmost trust and confidence (until proven lost) in the abilities of my leaders and charge them to effectively lead, develop and take care of soldiers entrusted to them. I will delegate and give as much responsibility as any soldier can handle and is willing to accept. I manage by observing; asking questions, open communication, ensuring that the mission is understood, properly supervised (if necessary) and resources are available to accomplish...
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