Army Leadership Philosophy Examples

I have grown up in a family where military service has become a tradition; my parents and my grandparents have all served. I plan to follow in their footsteps. I desire to be the best officer I can be

These specific values embody responsibility, putting others before self and taking the hard right over the easy wrong. These are just a few attributes needed to be a profession of arms. Working for the Army is not just a job; it is an understanding that we are here to serve the people of the United States. Through trial, error and time, we will see what we are doing right and where we can improve so that we are better in the future. It is only by living each of these responsibilities that I can begin to answer the call my country has placed upon me.

We will foster an environment where morale across the brigade is high. Together we’ll establish the trend with the brigade attracting the best of the officer and non-commissioned officer corps by shaping, educating, mentoring and promoting leaders. We will inspire a mindset where leaders want to lead, Soldiers want to Soldier, and a strong work ethic will always be present. Promotion of a supportive family atmosphere will exist among the battalions within the

Being a member of JROTC I have to uphold some of these Army Values. There is seven different Army Values Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage. Out of these seven army values that we all should carry, I chose 3 to talk about today. The first Army value I’m going to talk about is Integrity, which is a good value I show. Integrity is being honest and having strong principles.

This means we must communicate clearly and consistently with each other, train together, trust each other, and allow for Soldiers to be human every so often. As leaders, we often forget the challenges we faced as junior professionals, and we also don’t always know what is going on with the commands or Soldiers we support that may be making mission accomplishment challenging. The culture we instill within our Human Resources operations can either contribute to a climate of teamwork and taking care of Soldiers, or it can contribute to toxic leadership. It is up to us, as Human Resources Sergeants, to embody the Army Ethic, which consists of “the moral values, principles and martial virtues embedded in its culture that inspire and regulate ethical behavior by both Soldiers and the U.S. Army in the application of land combat in defense of and service to the Nation.” (The Profession of Arms, 2010) We must be the example for and instill confidence in our leadership, our peers, our subordinates, and our customers, the Soldiers.

Veterans and Military Families Annotated Bibliography Peer-Reviewed Journal Article Link, P. E., & Palinkas, L. A. (2013). Long-term trajectories and service needs for military families. Clinical Child & Family Psychology Review, 16(4), 376-393. doi:10.1007/s10567-013-0145-z Link and Palinkas’ research investigates the impact that military deployment and trauma have on family member relationships. Besides mental illness, families are also prone to other difficulties, such as struggles with relationships, which often result in divorce or domestic abuse.

The personal values statement of Carol Vasquez. The biggest thing that I care about outside of my family is the rescuing and rehoming of animals (Mostly dogs and injured geese). I have in the past 15 years had the opportunity to recuse and rehome over 50 dogs, several geese and one duck. This has become one of my life passions. I find joy in spending time with my granddaughters.

As professional leader in the Human Resources Sergeant’s role, we have a responsibility to maintain our expertise so that we can continue to develop our junior enlisted Soldiers. We do this by continuing to train and develop our skills by learning the new systems and new processes so we can train Soldiers, new and old, to continue to be effective in their role as Human Resources Specialists and Sergeants. We have to influence our senior leadership to improve processes that are not working for the organization. In my experience, Soldiers feel a sense of purpose when they are contributing to the organization by doing their Military Occupational Specialty (MOS) and not just coming to drill one weekend a month. If we as Human Resources Sergeants do not understand our jobs, how can we teach or instill a sense of purpose to the junior enlisted

Leadership Philosophy My leadership philosophy is based on the importance of communication, and inspiration. As leaders we have to work hard to accomplish our mission but at the same time we have to take care of our Soldiers and their Families to accomplish the mission. All leaders have different qualities but through time we build our qualities with experience. The importance of communication is to ensure that your Soldiers understand the task to be done.

If you can’t have confidence in your organizations, your peers, your leadership, then there are serious issues in your organization. In the eyes of the young soldier, that feeling of knowing people have your back and people can rely on you, play a huge role in the development of your career as well as your perception of the Army. Looking back on my experience has taught me to pay attention to the upbringing of that young soldier. Not only will they feel part of the team, they might be filling into the role of a leader one day which will overall influence the way Army fights and will wins wars. In my legacy, I’d like to leave an imprint of influence in leaders who are competent and confident, capable of flexibility and lethality when

Military children have many strengths that they develop throughout their life in the “fortress” although, it is not one without consequences. They spend their entire youth in service to this country and no one will ever know who they are (Hall 2008). They have to sacrifice more than most at a young age. Most military kids know right from wrong, they take their responsibilities

These are just a few of the army values and how they play an important part in an effective leader and follower’s day to day

Failure does not necessarily mean a stop sign. It is important to find a way to recover when you get knocked back. See any failures as feedback on how you can do better. Successful people have qualities such as positivity, optimism and emotional management. You are entitled to feel the emotions that come with setbacks, but do not make this a permanent state.

What are your core values? What key principals guide your decisions? 1. Hope – I value hope because I have experienced despair. 2.

While doing this, I have analyzed the members of my team by assessing their personal strengths and weaknesses. I have encountered different combinations of soldiers that vary in good and bad traits like being physically exceptional, unmotivated, medically knowledgeable, irritable, self-sufficient, and a lack of general common sense. Only by getting involved and working with your team can you truly identify these qualities of the individuals and team itself. Working directly with the members of your team will also build further respect for you as a leader. As a Chinese proverb once said, “Not the cry, but the flight of a wild duck, leads the flock to fly and follow” (Kruse, 2012).