army leadership, influencing

army leadership, influencing - Chapter 7 Leading The...

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Chapter 7 Leading The American soldier…demands professional competence in his leaders. In battle, he wants to know that the job is going to be done right, with no unnecessary casualties. The noncommissioned officer wearing the chevron is supposed to be the best soldier in the platoon and he is supposed to know how to perform all the duties expected of him. The American soldier expects his sergeant to be able to teach him how to do his job. And he expects even more from his officers. Omar N. Bradley General of the Army (1950-1953) 7-1. Army leaders apply character, presence, intellect, and abilities to the core leader competencies while guiding others toward a common goal and mission accomplishment. Direct leaders influence others personto-person, such as a team leader who instructs, recognizes achievement, and encourages hard work. Organizational and strategic leaders influence those in their sphere of influence, including immediate subordinates and staffs, but often guide their organizations using indirect means of influence. At the direct level, a platoon leader knows what a battalion commander wants done, not because the lieutenant was briefed personally, but because the lieutenant understands the commander’s intent two levels up. The intent creates a critical link between the organizational and direct leadership levels. At all levels, leaders take advantage of formal and informal processes (see Chapter 3) to extend influence beyond the traditional chain of command. 7-2. The leading category of the core leader competencies includes four competencies. (See Appendix A for descriptions and examples of the core leader competencies.) Two competencies focus on who is being led and with what degree of authority and influence: leads others and extends influence beyond the chain of command . The other leading competencies address two ways by which leaders to convey influence: leads by example and communicates . - Leads others involves influencing Soldiers or Army civilians in the leader’s unit or organization. This competency has a number of components including setting clear direction, enforcing standards, and balancing the care of followers against mission requirements so they are a productive resource. Leading within an established chain of command with rules, procedures, and norms differs from leading outside an established organization or across commands. - Extends influence beyond the chain of command requires the ability to operate in an environment, encompassing higher and lower command structures, and using one’s influence outside the traditional chain of command. This includes connecting with joint, allied, and multinational partners, as well as local nationals, and civilian-led governmental or nongovernmental agencies. In this area, leaders often must operate without designated authority or while their authority is not recognized by others. -
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This note was uploaded on 04/18/2008 for the course ARMY 102 taught by Professor Brown during the Spring '08 term at South Carolina.

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army leadership, influencing - Chapter 7 Leading The...

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