Developing Organizations and Leaders

Developing Organizations and Leaders

Introduction

The incoming army commander has noted myriad issues. The warrying matters need to be addressed and actions taken to avert occurence in the future. The primary concerns of the 4th Armored Brigade Combat Team (ABCT) addressed the inconsistent leadership that is portrayed by the previous leaders. It is, therefore, indispensable to come up with measures and frameworks that will be put into action to curb the leadership problems found to be disturbing the teams. Disquiets that have been brought up by the team members include the lack of motivation, too much work to the extent that the troop lacks time for their families, insufficient resources for the battalions to use during the training and field activities, and sexual harassment of the female warriors. As the incoming leader, I plan to implement the concepts of diversity where leaders view their subordinates as normal human beings and respect their feelings while delegating duties to them[1].

The Leadership Problems that are noted

The report filed by the 4TH Brigade Combat Team that was in Afghanistan provided information that explained the technological and leadership problems they faced in the state while in operation. The brigade commander complained about the team having trained for the wrong task. The report claimed that “The fourth ABCT prepared for the wrong mission-fundamental undertakings amid its preparation “increase” for the arrangement to Afghanistan. The unit made dominatingly on consolidated arms move businesses with little accentuation on broad region security situations[2]. Upon entry into the theater, operational need required utilization of seven renditions of mine-safe protective player ensured variation vehicles. The unit could prepare on just a single form at home station. The detachment had a couple of benefits accessible at Bagram Airbase to execute drivers making amid gathering, organizing, ahead of development, and coordination, requiring the production of drivers preparing a project to develop drivers amid the initial two months in battle.”  This shows that the leaders did not undertake the responsibility to provide the correct information to the brigade teams thereby causing inconveniences on the field.

Within the 360-Degree Commander and staff assessment for the 4th ABCT that was obtained from the Epicenter for Military Leadership’s Management Calculation and Feedback Program, it was noted that the employees were not involved in the decision-making process. The staff was reported to have lost confidence in their leaders since they were not willing to provide any form of assistance to them[3]. The employees complained that there was no information about their performance shared by them and they fondled as if they were not part of the organization. Major Sean Springsteen is not known to complain about the amount of work done, but he discussed with the XO that he was tired of being extremely busy. He explained to XO that he shortened his vacation to come and help with the exercises of the division[4]. The complaints show that the leaders are not concerned with the performance of their employees, and are not in any way affected by the factors that may lead to loss of the workers. The leaders in action did not take their subordinates seriously, and as such, they did not seem to care about their welfare.[5]

Within the base, I experienced some discussions that led me to think that there may be cases of sexual harassment especially to the female agents. I noted what the discussion was about as the individuals claimed that “CPT Cooper has had affairs in every FOB.” The LTC Tagoli, he stands up for Cooper saying that he is a person who can make many friends quickly as he dismisses the allegation. Additionally, the Chaplain confirms that there is an increased case of infidelity and cheating within the base. Also, disappointment amongst the leaders due to their wrong use of power is evident[6]. Climatic surveys from the ABCT had comments that showed the disappointment that the base members had upon the heads. One of the comments read, “Significant Wilson is continually conversing with the female Soldiers. I can tell he makes them awkward by the measure of consideration he pays them. He even makes a special effort to get individual women into his office, I think it is influencing the execution of the area, yet what would I be able to do, I am just an expert.”

Vision for the Brigade

The Brigade’s vision purposes to implement the leadership strategy that will entail diversity within the base and on the field. The diversification will be important in ensuring that workers are appreciated and ensure that they are included in the decision-making process for the base[7]. The strategy will also provide for proficiency and competency in ensuring that the brigades and battalions have enough resources to work within the field and within the base for training purposes

Solution for the Problem, Implementation of the Vision and measuring the effectiveness

Leaders are answerable for creating a situation where the subordinates can practice real leadership skill while being relevant to the course of the firm[8]. The noted problems can be solved by first evaluating the performance and effectiveness of the leaders in action. The results will reflect how worth the leaders are to the base while providing relevant information concerning their competitiveness and proficiency in their areas. After the assessment, the problems will be laid out, and the whole team within the base will suggest the possible solutions for ensuring that they are all participating in the process[9]. The recommendations that will be put forward and decisions made after that on how the problems can be solved. For the cases of sexual harassment, if the accused are found guilty they will have to prove themselves that they will not indulge in such behaviors in the future. In the implementation process for the vision, training will be done for all the officers and other workers to ensure they understand the key concepts of diversity[10]. The team will be provided with materials that they can read to comprehend and practice diversity in their work areas. Sexual harassment will be a crime in the base, and any illicit affairs within the base will not be condoned.

In measuring the effectiveness on achieving the visions, certain key elements will be assessed. The factors will include how the worker-leader relation will be; the way leaders are issuing commands and how they will react towards questions that are asked to them by the workers. Additional aspects include the manner in which the leaders and employees will undertake their work and how the productivity of the same will be[11].

Conclusion

The 4th ABCT leadership is not in a good state and the relationship between the subordinates and the ones in leadership offices is not okay. As such, I believe that the next commander will revolutionize the vision and promote both diversity and a healthy working environment that the leaders, workers, battalions and the brigades can feel comfortable working in and therefore increase their efficiency.

 

Bibliography

Chin Ashley Jean L, and Chris Joseph E. Diversity and leadership. Thousand Oaks. London: SAGE Publications, Inc, 2011.

Julian, Barling. The science of leadership: lessons from research for organizational leaders.. New York: Oxford University Press, 2014.

Stephen, Zaccaro, and Richard Klimoski. The nature of administrative leadership: accepting the performance obligations confronting today’s leaders. San Francisco: Jossey-Bass, 2011.

[1] Chin, Ashley Jean L, and Chris Joseph E, Diversity and leadership. Thousand Oaks (London: SAGE Publications, Inc,, 2011, 23-45.

[2] Chin Jean L, and Joseph E, Diversity and leadership, 23-45.

[3] Chin Jean L, and Joseph E, Diversity and leadership, 23-45.

[4] Barling Julian, The science of leadership: lessons from research for organizational leaders. (New York: Oxford University Press., 2014, 45-56.

[5] Barling Julian, The science of leadership: lessons from research for organizational leaders. (New York: Oxford University Press., 2014, 45-56.

[6] Julian, The science of leadership: lessons from research for organizational leaders, 45-56.

[7] Julian, The science of leadership: lessons from research for organizational leaders, 45-56.

 

[8] Zaccaro, Stephen and Richard Klimoski, The nature of administrative leadership: accepting the performance obligations confronting today’s leaders (San Francisco: Jossey-Bass, 2011, 37-45.

[9] Stephen and Klimoski, administrative leadership, 37-45.

[10] Stephen and Klimoski, administrative leadership, 37-45.

[11] Chin, Ashley Jean L, and Chris Joseph E, Diversity and leadership. Thousand Oaks (London: SAGE Publications, Inc, 2011, 23-45.

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