...1. Clearly define the ethical problem. a. The ethical problem is weather I should do the “right” thing and report SFC Sharp. Who I understand to be an all around good leader. For a possible security breach without talking to SFC Sharp first to get all the facts straight. 2. Employ applicable laws and regulations. a. Every unit should have an SOP for dealing with the handling of secret material. I would check the SOP first and see what AR’s apply then go from there. 3. Reflect on the ethical values and their ramifications. a. The Army values that I find applicable to this situation are duty, loyalty, Integrity, and respect. I will take time to reflect on each of these values as I feel they apply. Duty: I believe that it is my duty to do the right thing here and gather all the facts of the situation from all parties involved. Before developing a course of action that may hinder the careers of both myself and SFC Sharp. Loyalty: My loyalties are both with my unit and the NCO corp. I feel I need to do what’s best for both. Integrity: If I do not take the time and develop the best COA for this situation. My character as an NCO will be compromised. Respect: Knowing that SFC Sharp is a good NCO I owe it to him to discuss this matter with him personally before taking it to higher. Because it may have been a simple mistake. One that may not have to jeopardize his career if it is handled internally first. 4. Consider the applicable morale principles...
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...What Makes an Army Leader Practical Exercise ■ Step 1: Clearly define the ethical problem There are documents marked as secret wedged between the wall and the side of the desk. Also, the documents were marked for destruction 2 weeks ago. This action was certified by SFC Sharp himself. There is the possibility that the documents may have fallen off accidentally and subsequently overlooked. There is also the possibility that SFC Sharp was hiding these documents for dishonorable reasons. I also believe that SGT Day's opinion is flawed by the fact that he has worked with SFC Sharp for a while. I believe that he too is reacting unethically as he should be looking further into the issue as well instead of ignoring it. ■ Step 2: Employ applicable Laws and regulations FM 6-22: 4-32. If leaders inadvertently pass on bad information, they should correct it as soon as they discover the error. Leaders of integrity do the right thing not because it is convenient or because they have no other choice. They choose the path of truth because their character permits nothing less. AR 600-100: Chapter 2 - Responsibilities: 2–1. General Every leader will— a. Set and exemplify the highest ethical and professional standards as embodied in the Army Values. b. Accomplish the unit mission. Unit SOP's can also offer more policy's that should be followed ■ Step 3: Reflect on the ethical values and their ramifications ...
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...destroyed but he failed. He preferred to hide it and do not say anything about it. With his actions he failed to accomplished the mission, he lost his Integrity and Honor. When the paper were found one of his soldier took the same approach as his leader SFC Sharp. His actions were the same hide it out, failing to apply the army values. They did the wrong thing because nobody were supervising, and do not accomplish the unit mission in accordance with AR 600-100. SFC Sharp can be punished by UCMJ ART. 92. Failure to obey order or regulations. The same for SGT Day, and also ART. 77. Principals. SFC Sharp failed to apply the Army values came with consequences, his soldier SGT Day did the same thing trying to cover for him having no Integrity at all. A true leader suppose to lead by example and SFC Sharp failed that too. The best actions to solve this situation is to talk to SGT Day first and explain to him the gravity of the situation. Talk about the Army regulations and also the Army values. Take the papers to the proper change of command and explain the situation to them with all the details involved. After a replace SFC Sharp I will gather everybody talk about Army values and what they mind and also give them a litter class about Army regulations and the consequences if fail to apply in the line of duty. An to finish I will lead by example and keep the moral and welfare of my soldiers...
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...* What Makes an Army Leader Practical Exercise * Student Handout Extracted Material from Task 158-C-1230 | This student handout contains one page of extracted material from the following publication: | | Task 158-C-1230, Apply the Ethical Decision Making Method at Small Unit Level | | | | | Disclaimer: The training developer downloaded the extracted material from the General Dennis J. Reimer Training and Doctrine Digital Library (https://atiam.train.army.mil). The text may contain passive voice, misspellings, grammatical errors, etc., and may not be in compliance with the Army Writing Style Program. | Apply the Ethical Decision Making Method at Small Unit Level 158-C-1230 Conditions: As a leader faced with a situation which requires you to make an ethical decision. Standards: Resolved the situation ethically by appropriately applying the Ethical Decision Making Method IAW FM 22-100. Training and Evaluation Guide Performance Steps: 1. Clearly define the ethical problem. 2. Employ applicable laws and regulations. 3. Reflect on the ethical values and their ramifications. ...
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...An Army White Paper THE PROFESSION OF ARMS I AM AN EXPERT AND I AM A PROFESSIONAL 9TH STANZA SOLDIER’S CREED CG TRADOC Approved 8 December 2010 Authority: This White Paper has been approved for distribution on 2 December 2010 by the Commanding General, Training and Doctrine Command (TRADOC), under his authority granted by the Secretary of the Army and the Chief of Staff of the Army in the Terms of Reference dated 27 October 2010 for TRADOC to execute the ‗Review of the Army Profession in an Era of Persistent Conflict.‘ Purpose: This White Paper serves to facilitate an Army-wide dialog about our Profession of Arms. It is neither definitive nor authoritative, but a starting point with which to begin discussion. It will be refined throughout calendar year 2010 based on feedback from across our professional community. All members of the profession and those who support the profession are encouraged to engage in this dialog. Distribution: Distribution is unlimited. Yet, the material in this draft is under development. It can be referenced, but not referenced or cited as official Army policy or doctrine. Feedback and Participation: Comments on this White Paper should be sent to the Center for the Army Profession and Ethic (CAPE), Combined Arms Center, TRADOC. To get engaged in this review of the Profession of Arms, visit the CAPE website at https://www.us.army.mil/suite/page/611545 and click on the Campaign link. The website will also provide links to professional forums...
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...Abstract Leadership Development is a key characteristic in today’s Army. Anyone can be a follower; few can be effective, and or an efficient leader. This is the most valuable and successful skill a person could have in their military or civilian career. It is the one factor that sets individuals apart from each other. We can have many things in common but one thing we do NOT want to have in common is being a follower. Therefore, in order to be successful we train, BE, KNOW, and DO. General Patton believes in certain traits that you must maintain to be a good leader. He believes in leading from the front and making sure plans are clear or better said Bottom Line Up Front (BLUF). Understanding your moral duty as a Soldier in the Armed Forces is crucial to our climate and culture and Soldiers draw strength from knowing they are part of a long-standing tradition. LEADER DEVELOPMENT The Army has been known for BE, KNOW, and DO framework. When it comes down to those elements what does it really encompass to become a professional competent and successful leader? What influence will I have to get the job done today and tomorrow? In my line of work, I can choose from a variety of tools that the Army equips us with. My tool that I like to refer back to in being successful is to BE, KNOW and DO, so that I may be successful in my job, mission and career. I look to guide Soldiers with direction, providing purpose, motivation and executing a clear plan to complete the mission...
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...The Center for Army Leadership (Center for Army Leadership) conducts research on trends in leadership development, leadership sets the current requirements for Army leaders and develops leadership training curriculum used throughout the U.S. Army . Located in the U.S. Army Command and General Staff College at Fort Leavenworth in Kansas. Introduction General MacArthur, in a speech in 1962, spoke to the soldiers about what he had learned about his military service in his long career of fifty years and two world wars: "Your mission is to win our wars. You have been trained to fight. Yours is the profession of arms, the will to win, the sure knowledge that in war there is no substitute for victory, that if you lose, the nation will be destroyed. " That desire to fulfill the mission against all adversities that may arise is what is called "warrior ethic" and is what differentiates the military profession from any other. If this were not enough reason for a military leader at best, be added that his subordinates deserve nothing less. This reference manual United States Army was created in order that staff can prepare for this great responsibility. The ideas presented in the book are the result of two centuries of experience and wisdom, guided by continuous learning through practice and the need to respond to an ever-changing and challenging. Leadership is not about rank or stars on the uniform, but of responsibility and mission accomplishment. Therefore, the principles outlined...
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...Foundation of Leadership James Jarrett, Professor of Leader Development Introduction The United States of America began by establishing its core values in the Declaration of Independence, which reads, “We hold these truths to be self-evident, that all men are created equal; that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty, and the pursuit of Happiness.”1 The core values of equality, freedom, and opportunity were established for this Nation in the Declaration of Independence. These core values provided the focus by which this country moved towards greatness and created a source of contention from within to ensure that all citizens receive equal and fair treatment. From the example of the United States establishing core values, leaders must determine their own core values. Identifying and establishing individual, as well as, organizational core values is a critical function if leaders are to bring their organization to high performance. Leaders‟ goals, decisions, and actions must be aligned with their core values to obtain personal and organizational success. This chapter examines the importance of establishing core values and posits that the process for establishing them should be a vital part of individual goal setting and organizational goal- and vision-setting. In On Becoming a Leader, Warren Bennis writes, “Until you truly know yourself, strengths and weaknesses, and know what you want to do and why you want to do it, you cannot...
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...Academy Senior Leaders Course 17-020 5th Platoon ADM (Ret) William H. McRaven The purpose of this paper is to analyze how United States Navy Admiral (Retired) William H. McRaven positively affected the United States military. He had such a profound impact on the military, not because of his accomplishments, but because of his leadership and mentorship. This paper will discuss how Admiral (Retired) McRaven demonstrated each of the Army leader attributes and competencies and the subsequent impact that he had on the military. I will describe how Admiral (Retired) McRaven contributed to my personal growth and development, leading to my personal leadership philosophy. I will conclude with the legacy that I personally hope to leave on the Army....
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...favor in their Gods eyes. The last group, and one that I relate to more than any other group is the United States Army. They have a set of seven values that are instilled in to every soldier from the time you arrive at basic training and stay with you until you leave. These values help you grow as a soldier, a professional, and as a person. The seven army values are easily remembered in an acronym, L.D.R.S.H.I.P, which I believe is motivating because any soldier who displays each of these values; he or she will become an amazing soldier and grow to become a great leader. Before you can become a great leader you have to know what it stands for: Loyalty: Bear true faith and allegiance to the US Constitution, US Army, your unit, fellow soldiers, and yourself. Duty: Fulfill your obligations. The legal and moral obligation to do what should be done without being told. Respect: Treat people how they should be treated. Selfless Service: Put the welfare of the Nation, the Army, and your subordinates before your own. Honor: Live up to all of the army values. Integrity: Do what’s right legally and morally. Doing what is right even when no one is looking. Personal Courage: Face fear, danger, or adversity (both physical and moral) When a soldier follows these seven beliefs he is paving his or her way to not only become a great soldier, but an amazing leader. Displaying these...
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...management foundations having been established the Army may not exist as we know and understand it today. Leaders must not only understand these theories but know themselves, their responsibility and their soldiers to fully incorporate these theories while evolving with the times and changes in the working environment. Our reading material states that in the late 1800”s “Henri Foyal was one on the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management: (1) planning, (2) organizing, (3) commanding, (4) coordinating, and (5) controlling” (Carpenter, Bauer & Erdogan, 2013, p. 68). This is also relative to the P-O-L-C framework which has survived the test of time and is used in business 125 years later. This basis is the foundation for running a successful profitable business. With that being said, managers must take this model and use it with innovation and creativity. The P-O-L-C does not only have success in the civilian business world but also in the military. I have now served for a total of 25 years and have been promoted to the rank of Master Sergeant/1st Sergeant. This is the same rank; the title just has different responsibilities. Growing up in the military and advancing through each rank I had to prove myself to the leadership that I could plan, organize, lead and control those that I would be responsible for. If you want to be successful in the Army, you should always try to understand and master...
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...INTRODUCTION TO PROBLEM SOLVING Key Points 1 2 3 Army Decision Making The Seven Problem Solving Steps The Leader’s Role e A good leader must sometimes be stubborn. Armed with the courage of his convictions, he must often fight to defend them. When he has come to a decision after thorough analysis—and when he is sure he is right— he must stick to it even to the point of stubbornness. General of the Army Omar Bradley Tactics and Techniques Track Introduction to Problem Solving n 281 Introduction As an Army leader, you will be involved in problem solving daily. Some problems are simple and only require you to use your intuition, experience, and best judgment. At other times, however, you will face problems that are more complex. These require you to follow a systematic approach to define and analyze the problem, develop and analyze possible solutions, choose the best solution, and implement a plan of action. The amount of time and resources you apply to any given problem depends on its complexity, the amount of time available, and your experience as a leader. In this section, you will learn about the Army problem solving process— a systematic, logical approach to problem solving and decision making designed to help leaders make better decisions. As a junior officer, you may not face a decision on the scale of that facing BG John Buford on 30 June 1863. But using this systematic approach to problem solving can help you make decisions as solid as the one he made that day...
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...This paper explores the concept of "Not in My Squad" (NIMS) which is a grassroots concept spearheaded by Sergeant Major of the Army (SMA) Daniel A Daily. This concept originally created to help Noncommissioned Officers (NCO) of the United States Army (Army) better identify Sexual Harassment/Sexual Assaults (SHARP) and counteract it by building a foundation of trust with their junior enlisted Soldiers in their formations. His initial foundation of NIMS was able to set conditions and expand better than he could imagine. Instead of just focusing on SHARP related issues he expanded to teaching better leadership skills, training, and physical fitness. He took a hard line at changing the toxicity of the NCO Corps and created an environment of...
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...Four Fundamentals of Leadership in Combat MSG Jose A. Rosario United States Army Sergeants Major Academy Class 63 SGM Merritt, Darrick / Mr. Lemire Mike 30 August 2012 Abstract The United States Army has transformed itself into a professional entity that demands its leaders to be effective while maintaining certain skills and attributes. Though these leadership skills and attributes vary from one leader to the next, ultimately there is one common goal, accomplish the mission at hand. The Four Fundamentals of Leadership provides Army leaders the foundation needed to be successful. If applied properly, the four fundamentals can be an essential tool for any leader in garrison and in combat. Four Fundamentals of Leadership in Combat Leadership Army Leadership Defined Field Manual 6-22 (2003) defines Military Leadership as, “Influencing people by providing purpose, motivation, and direction while operating to accomplish the mission and improve the organization.” This definition is the foundation of any good leader. The task of influencing others to execute a successful and effective mission can be infinitely more complicated than one would imagine. The act of war alone is complicated and often can be confusing to the young and inexperienced Soldier. With this knowledge, it is the responsibility of military leaders to provide Soldiers with those key factors mentioned above; purpose, motivation, and direction connect directly to the four fundamentals of leadership...
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...the proper way. The Sharp Program is a combination of two Army programs. The SAPR (Sexual Assault Prevention and Response) and the POSH (Program and Prevention of Sexual Harassment). On 6 February 2004, Acting Secretary of the Army Mr. Les Brownlee established a task force. The task force was responsible for reviewing Army policies on reporting and addressing allegations of sexual assaults. The finding of the taskforce led to the implementation of the SHARP program. In September 2008 the Army launched phase I of the Sexual Assault Prevention Strategy and in April 2010 the phase II Army wide roll out began. (SHARP Facts, n.d.) INTRODUCTION Sexual violence is an increasing problem in the armed forces, no matter your gender, age or race. The Sexual Harassment/Assault Response and Prevention (SHARP) has been a yearly briefing, since its inception in September 2008. The SHARP program was developed to ensure Soldiers understand what a sexual offense is, how to deal with a sexual offense and possible steps to prevent a sexual offense from happening. It also strives to eliminate the negative stigma that is attached to reporting a Sexual Offense. The Military has a “zero” tolerances policy for any type of sexual offence, as leaders it is our responsibility to inforce this policy. (What is sexual harassment?, n.d.) AS A LEADER WHAT ACTIONS WOULD I TAKE? As a leader the first thing all good leaders should be doing is continuous SHARP training and enforcing the...
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