US Army leadership comprises a combination of democratic foundations and values to enhance competencies in administration, development, achievement, and change. The roles and functions of Army leaders vary, including the demonstration of personal growth and the possibility to support subordinates. It is not enough to introduce a strong command philosophy or show personal commitment. Leaders have to work in dynamic and complex environments and follow critical institutional and operational domains (“FM 6-22,” 2015). Leader actions affect individuals, communities, and processes, and the purpose of this writing is to focus on integral skills and promote societal change, effective achievement, and responsibilities.
US military provokes multiple discussions among nations: people like to follow the offered example, find shortages, or admire outcomes. At any rate, US Army leadership deserves attention and recognition as it is a fundamental aspect of warfare, and any combat operation depends on proficiency level (“Leadership, concepts of military,” 2020). A military leader resembles the brain that establishes guidance and wisdom (“Leadership, concepts of military,” 2020). However, a person can hardly meet all the expectations and requirements without special training and practice. Development is a core of leadership in the military that sets a purpose, defines deadlines, and chooses the most appropriate methods (“FM 6-22,” 2015). Leaders of Army forces have to take responsibilities and prepare the next generations, which makes development a continuous and deliberate process (“The army training and leader development strategy,” 2020). The success of leadership lies in combining elements and seeing a large picture of the military environment. An understanding of competencies, factors, and outcomes makes leaders strong in the United States.
A proficient Army leader has to know how to recognize competencies that include skills and behaviors. The Army expects to employ mission commands as soon as an individual takes an oath. According to “FM 6-22” (2015) and “The army training and leader development strategy” (2020), outcomes of leader development should demonstrate how to lead, develop, and achieve. These foundations of US Army leadership play an important role in the growth of military society and the whole nation. For example, leadership itself implies communication, trust building, the creation of examples, and influence extension (“FM 6-22,” 2015). Trustful relationships between the leader and subordinates improve teamwork and uphold shared understanding. Development is another competency of Army leadership in terms of which people create positive environments and prepare themselves for new tasks (FM 6-22,” 2015). In addition to self-development, the progress of other team members is necessary. As soon as subordinates have a plan and understand goals, they want to take the initiative and maintain progress. Finally, an Army leader should achieve, which means observing results, learning feedback, and improving performance. Cooperation and knowledge integration contribute to the successful fulfillment of tasks.
In the majority of cases, people believe that leaders, especially Army leaders, must control the environment and predict all challenges and changes. With time, such qualities of leadership as charisma, delegation confidence, staying power, thoughtfulness, and intelligence become evident (“Leadership, concepts of military,” 2020). However, if leadership is a skill, it is normal that some people possess it, and others may not. Analysis of internal and external factors, adaptability to changes, and the introduction of new training systems help to choose the right way (“The army training and leader development strategy,” 2020). When leaders cope with challenges and accept changes, they can support their subordinates. One should admit that good leaders never force others to do something but create environments and teams, and such investments bring benefits soon.
An understanding of the Army and leadership concepts results in the promotion and maintenance of democratic values and freedoms. There is no need to impose tasks but clearly define standards according to which leaders and the led cooperate. Leadership and mission command (authorities) principles are mutually supportive (“FM 6-22,” 2015). The outcomes of the chosen Army doctrine continue promoting national powers and international strengths. Civilians respect the Army, and the Army underlines the importance of self-development, education, and training. It is wrong to believe that leaders should apply the same standards in different situations. The military promotes the adaption of specific styles that suit a person or a situation (“Leadership, concepts of military,” 2020). Such development of events is possible if the military follows regular training, discussions, and mitigation techniques (“The army training and leader development strategy,” 2020). Achieving excellence in services is the best outcome that effective leaders could share with their people.
In general, there are many approaches to how to create a professional leader in the US Army context. Regarding the current examples and the already made achievements, leadership is never simple or permanent. This process is complex and includes the necessity to develop and support other people. In addition, leadership means the creation of specific environments and the choice of people who may cooperate. Finally, the foundation of leadership is achievement when leaders not only demonstrate particular results but also understand feedback and learn from mistakes. The Army is a model of democratic freedoms and beliefs that equality, respect, and cooperation determine human relationships and progress.
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References
The army training and leader development strategy. (2020). Web.
FM 6-22: Leader development. (2015). Web.
Leadership, concepts of military. (2020). Encyclopedia.com. Web.