MSL101L09 Army Leadership SR.pdf

2 32 organizational leaders generally include

Info icon This preview shows pages 13–14. Sign up to view the full content.

View Full Document Right Arrow Icon
2-32. Organizational leaders generally include military leaders at the battalion through corps levels, military and civilian leaders at directorate through installation levels, and Army Civilians at the assistant through undersecretary of the Army levels. Their planning and focus generally ranges from two to ten years. Some examples of organizational leadership are setting policy, managing multiple priorities and resources, or establishing a long-term vision and empowering others to perform the mission. 2-33. While the same core leader competencies apply to all levels of leadership, organizational leaders usually works with more complexity, more people, greater uncertainty, and a greater number of unintended consequences. Organizational leaders influence people through policymaking and systems integration in addition to face-to-face contact. 2-34. Getting out of the office and visiting remote parts of their organizations is important for organizational leaders. They make time to verify if their staff’s reports and briefings match their own perceptions of the organization’s progress toward mission accomplishment. Organizational leaders use personal observation and visits by designated staff members to assess how well subordinates understand the commander’s intent and to determine if there is a need to reinforce or reassess the organization’s priorities. S TRATEGIC L EVEL L EADERSHIP 2-35. Strategic leaders include military and civilian leaders at the major command through DOD levels. Strategic leaders are responsible for large organizations and influence several thousand to hundreds of thousands of people. They establish force structure, allocate resources, communicate strategic vision, and prepare their commands and the Army for future roles. 2-36. Strategic leaders work in uncertain environments that present highly complex problems affecting or affected by events and organizations outside the Army. The actions of a combatant commander often have critical impacts on global politics. They command very large, joint organizations with broad, continuing missions. (JP 3-0 discusses combatant commands.) 2-37. Strategic leaders apply all core leader competencies they acquired as direct and organizational leaders, while further adapting them to the more complex realities of their strategic environment. Strategic leader decisions must consider congressional hearings, Army budgetary constraints, new systems acquisition, civilian programs, research, development, and inter-service cooperation. 2-38. Strategic leaders, like direct and organizational leaders, process information quickly, assess alternatives based on incomplete data, make decisions, and generate support. However, strategic leaders’ decisions can affect more people, commit more resources, and have wider-ranging consequences in space, time, and political impact, than those of organizational and direct leaders.
Image of page 13

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 14
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern