A Reflection On Strategic Leadership

After being selected to the exceedingly selective program I was assigned to the Military Group Office of the U.S. Embassy Chile. My duties in that country afforded me the opportunity to be immersed with the Chilean Naval Special Warfare unit, not only did I work with their Special Operators but also with the entire Embassy Staff. During my work in South America I was able to engineered institutional changes in the way the Chileans train their Special Forces by developing detailed, functional annual training plan utilizing non-hazing training

Barker, R. A. (1997). How can we train leaders if we do not know what leadership is? Human Relations, 50(4), 343-362. Retrieved from http://search.proquest.com/docview/231429531?accountid=458

CW2 Stydinger served in a variety of roles and jobs during his 23-year career, from field wireman in Vietnam to strategic debriefing technician in Munich, Germany. There are many instances throughout his career that demonstrate the attributes and competencies

Bill Gates' approach to planning, implementing and managing strategic-level initiatives throughout Microsoft Corporation and the long-term effects of his leadership strategies on the culture of the company is the subject of this analysis. Using the model on effective strategic leadership found in the text (Hitt, Ireland, Hoskisson, 2013) each of its dimensions are also used for assessing Bill gate's leadership style and effectiveness. As the model shows that the factors of effectively managing the firm's resource portfolios, sustaining an effective organizational culture and emphasizing ethical practices form the foundation of effective strategic leadership, these three foundational elements form the basis of the analysis. Determining strategic direction and establishing balanced organizational controls are also essential for guiding organizations to above-average performance and profitability (Hitt, Ireland, Hoskisson, 2013). Based on this framework and the insights gained, an assessment is also made of Microsoft's ability to sustain an effective, productive organizational culture. Inclusive in this analysis is also an assessment of Bill Gates' strategic leadership style, with two suggestions of how Gates and his predecessors at Microsoft could create higher levels of strategic entrepreneurship throughout the company. This analysis concludes with the identification and discussion of two strategic

Too often in business as well as the military, “If it ain’t broke, don’t fix it” (Powell, C #7). Too often the command as well as enlisted soldiers will use this analogy to continue to do what they have always done and fight change. Also this leads to allowing small details to be overlooked because it’s been allowed before, these small details, such as production schedules become larger details. These small little details will cause larger details to be overlooked in the future. This culture will foster reactivity instead of promoting proactivity (Powell, C #7). This type of culture is a struggle for leaders to change in the National Guard because of the hometown mentality, all though we strive to keep the since of community in our units as leaders we have to be the supporters of change. Be able to answer the “why” when it is necessary to move in a different direction, we have to be able to always look beneath the surface and not take situations at face value. When we have questions or concerns as long as they are morally and

It would appear that my original theory regarding the applicability and practicality of this capstone was accurate. This course has managed to successfully supplement the knowledge I had previously acquired in other courses. For example, I was familiar with and understood the basic principles of leadership. However, this course has taught me that the ability to lead is not an exact science, but an art and determining how to proceed when faced with uncertainty or a highly volatile situation is an exceptional challenge.

One of the biggest lessons learned from this course is that to be an effective leader, you must have a diverse skillset. I’m not sure if there is any one magical component or characteristic in being a great leader. One influence during my review of the literature was that; although easier for some, I see leadership as something we must continually improve upon. This is in contrast to my belief during my first day of class, when I thought leaders just

It offered me a different view of how civilians operate and the great value they bring to any organization. There was certainly other great stuff discussed during the PCC, like vision climate and other command related topics that could make you or break you. However, I can’t even spell the name of my future organization since it is so unique and filled with DA civilians. For me it has become important to understand the organization including understanding civilian capabilities before I can formulate a realistic vision and establish the right command climate. This is certainly outside my comfort zone and experience but nevertheless, exciting. Making an assessment upfront and trusting the tenure of the members of the unit is a great start to get me on right

What Leadership theories covered in class are reflected in the book? Explain how, using examples.

Leadership and come to mean different things to different people. One of the biggest reasons that I took this class was to become a stronger leader in my personal life, as well as professional. I did not take this class because I have a desire to me in management at this point in my career. What is important to me was to look at this way to be a better employee, in reacting to management styles. I also wanted to take different aspects of management and implement them into being a leader in my family. I have had several managers that I have respected during my career and certain attributes I wanted to emulate. My current manger David Taggerty took the time out to discuss his role as a leader and how he got into leadership. We took a look

When reflecting on what was completed this week, Strategic Leadership would be the standard in which the tasks would fall. The first day was an introduction of what is expected as being the newly assigned assistant principal. I will oversee buses, custodians, and discipline. In addition, I will complete evaluations on teachers and oversee PLCs.

The first fundamental subject learnt is my limitation in understanding the core of leadership beyond what I know and have experienced. My partial experience is due to my limited exposure to the world beyond me, thus compels me to generate pre-conceived ideas to shape and support my own biases as I see and read about types of leaderships foreign to me.

The first leadership theory Jamie Escalante demonstrates is Leader-Member Exchange theory. Jamie is waking the hall, looking for his classroom. Jamie enters the classroom, he sees the students standing and talking, he sees girls sitting in boys lap. Jamie tells the student to take a seat. They act like they don’t hear him talking. Jamie tell them again to take a seat, one girl makes a comment asking if the class can talk about sex. Jamie comment, “what one female student mentions could cost me my job.’ The students stop talking and start looking at Jamie and wondering what he is talking about.

The lessons and packets teach me how to become a better leader, for example The Law of Influence and The Law of Addition taught me what it really means to be a leader and how to become a better leader. The lessons taught me that if you wanted to become a better leader you have to be ready for the responsibilities, the successes, the failures, the learning, and more. Furthermore, the lessons taught me that if I wanted to become a better leader then we would have to go to seminars about leadership, read books about leadership, etc. I see leadership not necessarily in a different way, but in a slight addition to my definition of leadership and how to become a better leader. I look at leadership as someone willing to help lead others to success, putting others’ priorities before their

1. The Blake-Mouton leadership grid uses the axes of concern of people and concern for production to describe five different leadership styles auditory-compliance, middle of the road, impoverished, team management and country club. The National Council on Aging can be described by the Blake-Mouton model as team management. The organization's vision makes clear that t is a people-oriented organization. Trust and respect are important, and work is done by people who share in the common vision and are willing to work hard towards it.