Leadership - Personal Esay

Leader

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Throughout my military career I have experienced different types of leadership including charismatic leaders that not necessarily possessed transformational skills. I had this staff sergeant, He had a vision, which was willing to take personal risks to achieve his vision, he was very sensitive to follower’s needs, and exhibited behaviors that quite different. Everyone working under his command was motivated and willing to put extra effort because of the high level of respect that team had for him. At the end he was looking for himself, promotion, image etc… He was not always acting in the best interest of team as whole. He did not know how to separate personal interests from the organizational interests.

On the other hand, I had another leader that possessed transformational skills, but he was no a charismatic leader. He used to inspire the whole platoon to not worry about own self-interests and put the best effort for the good of the company. He paid attention to the concerns and needs of individual in the company, promoted intelligence, provided vision and a sense of mission, communicated high expectations, and changed the unit’s awareness of issues by helping other leaders to look at older issues in new ways. He was also able to excite, stimulate, and encourage the soldiers to put extra effort into achieving the company’s mission.

Finally, the circumstances of these two situations catapulted a chain reaction, one situation led to the next one. In military there is a constant change on leadership, this could be related to a change of duty station for that particular leader, a promotion, or a key developmental position for a prescribed time. After all in my opinion these changes are good to the organization. Change brings new creative thinking to the organization in a sense, it keeps the system constantly evolving.

involved the necessity of organizational change to improve the conditions of the organization. The newly elected Sheriff’s vision and goals moved the charismatic leader out of the organization as he did not believe in the change or vision. The transformation leader, although not a charismatic, had the foresight and believed in the vision and goals aware of the need for change.

Mark,

Managers who operate like dictators, refusing to take other people’s opinions into consideration, run off good employees. The needs for feedback tools, like command climate survey, etc., are imperative to keep a healthy organization. The bottom line is that when employees do not feel appreciated, or even feel as if they are taken advantage of, they do not want to continue working for their managers.

Brian

A leader gaining personal think about it (there are no poor former U.S. Presidents!). The obvious problem is