organizational leadership army essay

The Field Grade Leader

Organizational leadership in the us army, the other side of organizational leadership, a guest post by robert g. olinger.

“Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” (ADRP 6-22, 1 August 2012, p. 1-1). As Army leaders, we are well versed in leading to accomplish the mission. We begin our careers at the direct leadership level, having daily face-to-face contact with those in our charge, and getting the job done. As organizational leaders, we must place more focus on the second aim of leadership – to improve the organization. However, we still have direct leadership responsibility in our staff sections.

Sentinel Spc. Preston Millison, 3rd U.S. Infantry Regiment (The Old Guard), conducts his last walk at the Tomb of the Unknown Soldier, Arlington National Cemetery, Va., Dec. 6, 2016. Millison is badge holder number 633 and has served at the Tomb since June 2014. (Photo by Sgt. Cody W. Torkelson)

As direct leaders, we focused on the short-range targets, the immediate tasks, and the problems staring us in the face. As organizational leaders, we must practice heads-up leadership . An internet search did not produce a specific originator of the concept, but Lieutenant Colonel Chad E. Stone, a former Battalion Commander, taught it to me. The concept is simple. Direct leaders have their heads down, focused on the task-at-hand, or more appropriately, the multiple tasks-at-hand. Good organizational leaders lift their heads, seeing beyond the close fight to the future of the organization, often beyond their own tenure. The planning horizon and focus for an organizational leader generally ranges from two to ten years (ADRP 6-22, p. 2-5).

Balancing newfound responsibilities of organizational leadership, with the ever-present responsibilities of direct leadership, can feel overwhelming. One key to success is to use one to support the other.

In our early years of direct leadership we may have provided the direction (do this task), the purpose (because I said so), and the motivation (UCMJ), using compliance to influence people more than inspiring commitment. This likely changed over time as we developed our skills. A s organizational leaders, the purpose, direction, and motivation we provide must be bigger picture, longer range, and more enduring . It must inspire commitment to the organization rather than compliance with orders and directives.

At the organizational level, we must understand that purpose and direction are applicable to the whole organization, but motivation is still an individual aspect of leadership. Providing purpose to an organization is a matter of understanding and over-communicating the reason the organization exists. In order to identify your organization’s purpose, start large and work your way to be more specific.

For example, you could say the Army’s purpose is to provide unified landpower with combined arms maneuver and wide area security through offense, defense, stability, and defense support of civil authorities. That is not the most emotionally moving purpose statement, but I can narrow it down to a particular brigade with this: X Brigade stands ready to conduct decisive actions against global threats and stabilize areas to support continued protection of the American people. I am confident if you spend some time with your creativity flowing, you can create a meaningful purpose statement for your organization (rather than just relying on the TOE mission statement). The key is to keep it short and for it to generate images in the minds of your Soldiers.

The leader’s vision of the organization’s future creates the direction for the organization. The vision is the desired end state of those two to ten years. In the commercial sector, many vision statements include numbers such as the number of clients served or the dollar amount donated to charity. In the military, it is more realistic to be a measurable level of readiness, or achievement of a significant award such as Top Sapper Squad, Combat Repair Team of the Year, or the Superior Unit Award, to name a few.

Motivation is a commonly misunderstood concept, and the subject of exploration still today. Many psychologists have conducted research to learn what motivates people. Abraham Maslow’s Hierarchy of Needs is one of the most well-known motivation theories. Psychology textbooks depict Maslow’s theory as a pyramid with physiological needs (water, food, shelter) at the bottom, then safety and security, belonging and love, esteem, and finally self-actualization at the top.

Fredrick Herzberg’s research suggests that job satisfaction (motivation) and job dissatisfaction are not opposites of each other. More likely, the opposite of job satisfaction is no job satisfaction, and the same for job dissatisfaction. Herzberg’s Two-Factor Theory (also known as Motivator-Hygiene Theory) postulates that physiological, safety and security, and most relationships (belonging and love) are not motivators but hygiene factors. The absence of hygiene factors results in job dissatisfaction, but their presence does not mean job satisfaction.

Herzberg’s article in the January-February 1968 volume of the Harvard Business Review , titled “One more time: How do you motivate employees?” provides the results of a study showing job enrichment supports the motivators of esteem and self-actualization. The research shows achievement, recognition of achievement, the meaningfulness of the work itself, responsibility, and advancement or growth are critical to motivating people. The article also provides a ten-step program to implement job enrichment.

Competent leaders know the best way to create a solid organization is to empower subordinates (ADRP 6-22, p. 1-4). Empowerment supports Herzberg’s job enrichment program. As organizational leaders, we need to seek opportunities to empower subordinates (enrich their jobs) to help us improve the organization. Needed improvements may be obvious from an assessment of the vision compared to the current state of the organization, or may become apparent as organizations execute and assess operations.

Giving ownership (freedom of action, and accountability) to subordinates for improving a part of the organization can enrich the job of the subordinate, and improve organizational systems and processes at the same time. Making the transition from direct leader to organizational leader is not easy, but it is possible to excel by tapping into the talents of the people you lead.

SFC Robert Olinger is a Logistics NCO with experience in EAB units, and Infantry BCT units.  His previous assignment was in the BSB Support Operations section of 2/34th Infantry Division and he is currently assigned as the S-4 NCOIC of the 185th CSSB, Iowa Army National Guard.  He is a graduate of the Master Leader Course and pursing a Master’s degree in Organizational Leadership.

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Levels of Leadership in the Army: a Comprehensive Analysis

This essay will provide a comprehensive analysis of the various levels of leadership in the Army, from junior leaders to senior commanders. It will discuss the roles, responsibilities, and challenges at each level, as well as the skills and qualities required for effective leadership. The piece will explore how leadership in the Army is developed and cultivated through training, experience, and mentorship. It will also examine the importance of leadership in military operations and organizational effectiveness. At PapersOwl too, you can discover numerous free essay illustrations related to Cognition.

How it works

This essay will be over three main different levels of leadership within the United States Army to drive the force. These levels are stated in ADP 6-22 (ARMY LEADERSHIP) and how they apply to today’s armed forces. The types of leadership levels are direct, organizational, and strategic types of leadership. Also, in this essay, you will always be informed on how they are being utilized in the United States Army. Also, who uses them in day-to-day functions from the lowest to the highest forms of leadership? We will also discuss a very important resource, the (ALRM) Army Leadership Requirement model, which helps current and future leaders.

You will also know the main reason behind the meaning of the three main categories and how they are carried out. I will also be informing you on the many subcategories that fall in with both ALRM and the three main levels of leadership. With the conclusion of this essay, you will have a better understanding of how the military and its fellow branches include the Department of Justice.

• 1 Direct Leadership: The Ground-Level Command
• 2 Organizational Leadership: Bridging the Tactical and the Strategic
• 3 Strategic Leadership: The Pinnacle of Army Command
• 4 The Framework: Army Leadership Requirement Model (ALRM)
• 5 References:

Direct Leadership: The Ground-Level Command

The position of a military leader in the United States Army is to give motivation, purpose, and direction to subordinates and carry out any mission given to them by the higher echelon. As an Army leader, using the direct level of leadership is the fastest way to discrete information to carry out any missions or tasks given. Leaders can also use the direct level of leadership when issuing out knowledge of training, standards, and policy. Direct leaders are responsible for building cohesion within the team and building policies and completing taskings. Nevertheless, as a direct leader, you must be able to work in the absence of orders and independently, within the commander’s intent.

Organizational Leadership: Bridging the Tactical and the Strategic

With organizational leadership, this type of leadership is quite different from direct types of leadership. As direct types deal with one-on-one organizational leaders and deal at battalion or even brigade levels. Therefore, with that, they must have decisions making, communication and critical thinking skills to be able to operate at such a high level of organization. You have to have a good understanding of day-to-day operations so as not to interfere with daily missions providing essential knowledge.

Strategic Leadership: The Pinnacle of Army Command

Now the strategic level of leadership is the highest form of leadership in which this certain type of leader deals with division or department of defense level tasks. These types of leaders deal with resource relocation, strategic layouts, and division-level structure. These strategic leaders must have a certain type of flexibility and experience to excel in this role of the military. But with the added roles of strategic leaders, it can be mentally tough and physically draining. To the point of exhaustion, but that’s the reason that having the subcategories of strategic levels of leadership is essential to any mission value. Because in a time of war that’s when we need strategic leaders the most that have a wealth of knowledge on multiple battlefield scenarios and prior service time.

The Framework: Army Leadership Requirement Model (ALRM)

Now what all these levels of leadership have in common is the (ALRM) ARMY LEADERSHIP REQUIREMENT MODEL. They come from this base model to guide leaders in the thought process. Of the direct, organizational, and strategic levels of leadership, all fall under attributes and core leader competencies. To break it down with the attributes category would fit mostly strategic levels of leadership as being a leader of sound judgment, domain knowledge, and mental agility. An organizational leader should have both attributes and core leader competencies to lead Soldiers. They should have certain military bearing, composition, and confidence skills to be able to run an organizational-level type of leadership.

With the (ALRM) Army Leadership Requirement Model, current and future leaders are able to break down different types of leadership to have better lead Soldiers. It breaks it down from the main types of leadership of direct, organizational, and strategic into further subcategories. With all these different types of leadership in the United States Army, they are all extremely essential to the vital tasks performed by the Army. Nevertheless, if you get to the core of being a leader, it has to train, educate, and progress that soldier to one day become a leader in the Army. Only then can we, as a force, become a truly intelligent force that can repel future threats to the United States of America. It is my professional opinion that understanding these levels of leadership will progress any skill level to the next level of leadership of all future Soldiers, Noncommissioned officers, and leaders. ‘The supreme quality for leadership is unquestionably integrity.” Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.”

References:

• https://usacac.army.mil/sites/default/files/misc/doctrine/CDG/adp6_22.html
• https://wct.army.mil/modules/soldier/s8-evaluations.html
• https://www.inc.com/bill-murphy-jr/17-inspiring-quotes-about-military-leadership-for-veterans-day.html

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PapersOwl.com. (2023). Levels of Leadership in the Army: A Comprehensive Analysis . [Online]. Available at: https://papersowl.com/examples/levels-of-leadership-in-the-army-a-comprehensive-analysis/ [Accessed: 27-Aug-2024]

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Foundations of Army Leadership BLC Essay

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Leadership is significant for every organization, and the Army is not an exception. It is so because leaders are responsible for addressing the existing challenges and achieving the stipulated goals. These people also provide mentorship to younger and less experienced individuals, contributing to their better adaptation. The phenomenon under analysis is complicated since it consists of and draws attention to many issues. Thus, this paper examines the foundation of Army leadership, focusing on its levels and leaders’ characteristic features.

To begin with, one should define the concept under consideration. According to the US Department of the Army (2019), leadership denotes an activity to make people accomplish the mission. Such a broad definition does not mean that the Army does not need the issue. This phenomenon is essential for the organization because it unifies its warfighting abilities. Leadership also motivates and inspires people to make them achieve the desired outcomes. It is necessary to mention that the Army has three levels of leadership.

Various leadership levels are required to ensure that all soldiers and officers understand the organization’s expectations. According to the US Department of the Army (2019), there are direct, organizational, and strategic leadership levels. Firstly, direct leadership occurs during face-to-face contact between leaders and their subordinates. Secondly, the US Department of the Army (2019, 1-23) states that “organizational leaders exercise leadership through subordinate leaders.” Thirdly, a strategic level involves civilian and military leaders who determine the development of the Army. Even though strategic leadership seems to address more significant issues, one should not underestimate the importance of lower levels.

There is no doubt that the foundation of Army leadership begins in its smallest elements. Coleman Jr. (2011) admits that leadership comes from the team, section, and squad. It is so because young soldiers who require supervision spend much time in these structural units. Consequently, team, section, and squad officers should draw specific attention to provide them with the required assistance. This state of affairs makes these low-ranking officials apply leadership principles to cope with the task. Furthermore, one should state that not every person who makes others achieve the desired outcome is an Army leader. One should emphasize that Army leaders should have specific qualities and meet particular requirements, which will be described below.

Firstly, it is worth emphasizing that a person’s character has an impact on how they lead. It means that leaders should have particular moral qualities to affect and inspire their subordinates. That is why the US Department of the Army (2019) lists specific characteristic features that successful leaders should have. They include Army values, empathy, two types of ethos, discipline, and humility. These issues demonstrate that leaders should meet multiple requirements to succeed in their activity. For example, these individuals should be loyal, understand others’ emotions, express obedience toward fulfilling lawful orders, and so on. However, the character is not the only phenomenon that an effective leader should have to affect subordinates efficiently.

Secondly, presence plays a significant role in how effective a leader is. This phenomenon explains that leaders are successful and influential if their subordinates perceive them as having such traits. It means that individuals should invest in developing their presence in the Army. One should explain that presence does not only mean that a person should be seen. The given issue stipulates that leaders should bring qualitative changes to the organization. Army leaders have multiple variants to show that they meet this criterion. For example, it refers to demonstrating competence, having sound health, projecting self-confidence, recovering from stressful situations quickly, and others. In addition to that, it is not reasonable to forget about leaders’ mental capabilities.

Thirdly, the Army draws specific attention to leaders’ intellect that relies on knowledge and brainpower. People have different intelligence levels, meaning that some of them can show better results in this area. That is why various people can be leaders of different quality. One should explain that leaders’ intellect is a complex phenomenon. According to the US Department of the Army (2019), it includes mental agility, innovation, sound judgement, expertise, and interpersonal tact. These competencies are significant because they allow individuals to adapt to changing conditions, form sound opinions, and many others. This information means that those Army leaders who have decent intellectual abilities tend to succeed in leading and motivating others.

In conclusion, the essay has demonstrated that leadership is of significance for the Army. Through motivation, this phenomenon ensures that all military personnel aims at achieving shared goals. It is worth mentioning that three leadership levels explain how thoughts move from leaders to their subordinates. Furthermore, it has been mentioned that successful Army leaders should bear specific qualities and meet particular requirements. The idea is that character, presence, and intellect are of significance for the Army. These three phenomena are essential since they ensure that leaders can influence others and cope with the existing challenges. Consequently, the foundation of Army leadership is a significant issue that includes many fundamental aspects.

Coleman Jr., Arthur L. 2011. “Team, Squad, Section Leaders: Foundation of Army.” Fort Hood Sentinel. Web.

United States of America Department of the Army. 2019. “ADP 6-22. Army Leadership and the Profession.” Web.

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