Candidate Spencer took the time to develop a plan and write his order prior to briefing. SNC briefed an extremely detailed five paragraph order, including an exhaustive Execution paragraph, and accurate information from higher’s warning order and fragmentary order. However, SNC spent 80% of his time prepping and briefing his order, showing an inability to effectively manage his time. Once SNC began executing the mission, he did not compensate for the time spent on his order, and his sense of urgency was lacking. SNC had a low frequency of verbal and non-verbal communication with his team and thus had some difficulty maintaining awareness and control of his team member’s movements. Upon consolidation, SNC controlled his security well, assigning…
Candidate Oblea Delivered his five paragraph order ensuring to cover all paragraphs, however his understanding of the order was poor. The coordinating instructions seemed as though they were ignored during the execution phase. Fire team members violated the boundaries set in the coordinating instructions. SNC displayed a complete lack of confidence during his brief and execution phase. When approaching friction points SNC could not adjust his scheme of maneuver, instead he paused and could not proceed through the course. SNC did not effectively utilize his fire team to their potential, he would state what needed to be done and instead of delegating he would actually execute the order himself. The management of time was…
Candidate Crupi established security immediately and requested an update on the security situation throughout his brief and execution of the problem. SNC demonstrated an average understanding of the components of 5-paragraph order, however fell short in providing any specific tasks to his fire team other than designating billets. Additionally, he failed to address location of key personnel and did not brief the Scheme of Maneuver within the correct sub-paragraph. Nonetheless, SNC presented his brief in a strong, firm, and confident tone and ensured he maintained eye contact with his fire team for particular emphasis on important information. Upon conclusion of his brief, SNC rapidly delved into execution and immediately began directing…
1. What do you believe were the key reasons for the success of the Alcan’s leadership training programs?…
Candidate Andromalos began his brief with a strong command presence and confidence. SNC displayed an understanding of the importance of delivering a clear and concise five paragraph order. SNC positioned himself where he could better control his team in order to make timely decisions and adjustments. However, at the first friction point it took SNC a minute to regain his composure and reset himself to communicate proper instructions to his team. SNC’s tactical mindset was diminished by having his team member’s pass off their weapons while in a hostile environment. After three failed attempts with the same plan, there was a breakdown in communication with his subordinates and they became confused on what was going on. SNC lost focus on…
As time has changed the Air Force has implemented many changes to all apspects of how business is conducted and the mission is accomplished. I will delve deep into how a change of what I recently experienced could have been conducted from a leadership perspective with incorporating Kotter’s Approach which consists of eight steps that include step 1 Establish a sense of urgency, step 2 Form a powerful guiding coalition, step 3 Develop a vision and strategy, step 4 Communicate the change vision, step 5 Empower others to act on the vision, step 6 Generate short-term wins, step 7 Consolidate gains and produce more change, and finally step 8 Anchor new approaches. By utilizing these eight steps and implementing them correctly it will vastly improve…
The TJX Companies continue to be leaders in off-price apparel and home fashions retailer inside U.S. and outside. This 2015 is another successful year for TJX as they achieved strong gains in net sales and big earnings per share growth. It is ranking No. 89 in the 2016 Fortune 500 listings, with $30.9 billion in revenues in 2015*, more than 3,600 stores in 9 countries, 3 e-commerce sites. (The TJX Companies, Inc., 2016) According to the Annual Report it has been increasing in both fiscal 2015 and fiscal 2014. They generated strong cash flows, allowing them to return value to their shareholders through cash dividends and share repurchases. Referring about net sales, TJX has got for fiscal 2015 an incoming increase of $2.2 billion.…
The following reference was used in the writing of this course: Effective Army Writing Subcourse Number IS1460, Edition A. Center for Army Leadership, Command and General Staff College, Fort Leavenworth, Kansas. Edition Date: June 1999.…
When I joined JROTC, I was surprised to see that the way I thought the program was run was the furthest from the truth. The mental image I had painted of drill sergeants ordering cadets around was replaced with a ten-person cadet command that controlled many aspects and operations of the battalion. After sitting in on a few staff meetings, I realized that there wasn’t much ordering going on. The cadets were the ones who would decide how to manage events, training schedules, and many other important aspects. This was the first of the experiences that changed my views on leadership for the…
7. My leadership philosophy therefore is influencing others to achieve a common goal through partnership and collaboration. Once this is achieved, then that "boot" that arrived in 1994 aboard the CGC Yocona with high CG dedication would not be let down by a misplaced verbal lashing. There is a time for sharp words in short order but we must have a keen eye on when they are to be…
“Since the entire process of battle command – problem solving, dissemination of the solution, and actual physical execution – tends to take a long time, commanders are always looking for ways to reduce that time”…
1. Determine the leadership style that Peter Vyas exhibited as he considered the group’s proposal and provide examples of his behavior.…
The type of leadership practiced at the SSS was, transformational leadership. “Transformational leadership focuses on engaging people through relationship; leaders and constituents, through the pursuit of goals, raise each other to higher levels of motivation and morality. This engagement is directed toward achieving a particular end or purpose, but the process of working toward the purpose also has the potential to achieve individual ends as well” (Manning, 2003, p. 52). The leader at the SSS holds at meeting to discuss organization’s role and purpose in the community, and what he learned at the conference. The leader at the SSS then engages the employees by asking for their input and participation in overcoming obstacles.…
4. The 6 C’s- Leaders are to keep these in mind when trying to facilitate invitational leadership and seek change. (54)…
Yaffe, T., & Kark, R. (2011). Leading by example: The case of leader OCB. Journal of Applied Psychology, 96(4), 806-826.…