Army Leadership Requirement Model Paper
My product will be a class about the Army Leadership Requirement Model which will be focused on newly promoted Army Noncommissioned Officers and junior soldiers who are ready to work as a leader. Army Leadership Requirement Model consists of two major areas that all Army leaders must possess: Attributes “what a leader is” and the bottom portion consisting of Competencies “what a leader does.” It provides a common basis for thinking, learning, and applying leadership principles for all Army leaders. All of the model’s components interrelate with each other. The article “Mastering the Art of Military Leadership” relates to the subject because it indicates that a successful leader transformation from expert to master is not coincidence (Buckner, 2014). It is a thoughtful sense of purpose that is educated through years of professional and personal development.
The Army Leadership …show more content…
The “Maneuver Self-Study Program Leader Development” website relates to the subject, because to be a competent leader it is important that the process by which the creation of an individual’s training, education, and experiences contribute to the individual development (Maneuver Self-Study Program, 2014). Competence develops from a balanced combination of institutional schooling, self-development, tough and realistic training, and professional experience. Building competence follows an organized and slow approach. Leaders acquire the basic competencies at the direct leadership level. They do not wait until deployments to develop their leader competencies, but use every training opportunity to assess and improve their ability to lead. They should look for new learning opportunities, ask questions, seek training opportunities, conduct self-assessments, and request performance critiques. This lifelong approach to learning ensures leaders remain viable as
The Army Leadership …show more content…
The “Maneuver Self-Study Program Leader Development” website relates to the subject, because to be a competent leader it is important that the process by which the creation of an individual’s training, education, and experiences contribute to the individual development (Maneuver Self-Study Program, 2014). Competence develops from a balanced combination of institutional schooling, self-development, tough and realistic training, and professional experience. Building competence follows an organized and slow approach. Leaders acquire the basic competencies at the direct leadership level. They do not wait until deployments to develop their leader competencies, but use every training opportunity to assess and improve their ability to lead. They should look for new learning opportunities, ask questions, seek training opportunities, conduct self-assessments, and request performance critiques. This lifelong approach to learning ensures leaders remain viable as