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Ideas for Change I suggest the following positive changes aimed at producing a more comprehensive and effective Army leadership doctrine Above all leadership ought to be identified taught and discussed as a function or set of functions different from management administration or command To provide the necessary conceptual framework the Armys doctrinal definition of leadership should be modified along the several lines It should be accompanied by separate definitions of administration and supervision all of which would constitute what might be then presented as the three pillars of mission accomplishment and effective command Consider the following as starting points for change Leadership is the process of building shared purpose and direction with followers so that they commit themselves to mission accomplishment Administration or organization is the development and use of systems means and procedures Supervision or management is the exercise of authority to ensure tasks are properly understood and accomplished Next the important collection of principles factors traits and competencies now used to explain and teach leadership should be refined and reorganized into new sets that alternately detail and explain effective managerialsupervisory administrativeorganizational and leadership actions and characteristics as implied by the definitions offered above For example in 1999 FM 22-100 Army Leadership Be Know Do Build the team falls squarely into the category of leadership while Be technically and tactically proficient would fit better under administration Ensure the task is understood supervised and accomplished clearly belongs in the realm of supervision Army 22 Army doctrine should explicitly acknowledge that being a good manager is not the same as being a good leader FM 22-100 and related publications ought to provide all officers and NCOs with textual resources to clearly articulate the differences between supervising administering and creating leadership within their units and they should suggest ways in which the skills and aptitudes that contribute to each of these complementary but distinct competencies can be independently trained and appraised The Officer Evaluation Report and
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