Challenging scenarios related to small unit tactical operations are used to develop self awareness and critical thinking skills. You will receive systematic and specific feedback on your leadership abilities. Examination and application of the fundamentals of Army leadership, officership, Army Values and ethics, personal development, and small unit tactics at the platoon level.
Emphasis on planning, coordinating, navigating, motivating, and leading a squad and platoon in the execution of a mission during a classroom PE, a Leadership Lab, and during a Field Training Exercise FTX. Examination of the fundamentals of direct-level leadership and small unit tactics at the platoon level. Emphasis on planning, coordinating, navigating, motivating, and leading a platoon in the execution of operations. Continue to develop confidence in the skills to lead people and manage resources.
Start the transition from Cadet to Lieutenant.
Examination of Army values and ethics, personal development, and small unit tactics at platoon level. Emphasis on planning, coordinating, navigating, motivating, and leading a platoon in future operational environments. Examination of abilities required of junior officers pertaining to the Army in Unified Land Operations and Company Grade Officer roles and responsibilities.
If you put more into today, could you get more out of tomorrow? If you create your future at Pennsylvania College of Technology, the answer is yes. Experience all that campus has to offer with visit options designed just for you. Foundations of Officership MLS Introduces Cadets to the personal challenges and competencies that are critical for effective leadership.
Formerly MLS 1 Credit: 1 Lecture Introduction to Leadership MLS Overviews leadership fundamentals such as setting direction, problem-solving, listening, presenting briefs, providing feedback, and using effective writing skills. The future needs you If you put more into today, could you get more out of tomorrow? Apply today. Schedule visit. Get more information about the admission process. Examples: Be loyal to the organization, perform selfless service, take personal responsibility.
BE a professional who possess good character traits. Examples: honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.
KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. DO provide direction. Examples: goal setting, problem solving, decision making, planning.
DO implement. Examples: communicating , coordinating, supervising, evaluating. DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel. Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.
This is brought about by its heritage of past leaders and its present leaders. Leaders exert influence on the environment via three types of actions:. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business.
These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders.
This personality defines the roles, relationships, rewards, and rites that take place. Roles are the positions that are defined by a set of expectations about behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge. Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others.
The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Normally the greater the interaction, the greater the liking. This in turn leads to more frequent interactions. In human behavior — its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward.
Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new tasks and behaviors are expected of the present role-holder because a strong relationship was developed in the past, by either that role-holder or by a prior role-holder. Culture and climate are two distinct forces that dictate how to act within an organization:.
Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size Newstrom, Davis, The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's members Ivancevich, Konopaske, Matteson, On the other hand, culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs. This differs from climate, which is a short-term phenomenon created by the current leadership.
These activities influence both individual and team motivation and satisfaction, such as:. Organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave.
The behavior character of the leader is the most important factor that influences the climate. On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization. The collective vision and common folklore that define the institution are a reflection of culture. Individual leaders cannot easily create or change culture because culture is a part of the organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader.
But, everything you do as a leader will affect the climate of the organization. The road to great leadership that is common to successful leaders include Kouzes, Posner, :. Bass, B. From transactional to transformational leadership: learning to share the vision. Organizational Dynamics , 18, 3 , Winter, , Ivancevich, J. Organizational Behavior and Management. Jago, A. Leadership: Perspectives in theory and research. Management Science , 28 3 , Kotter, J.
New York: Free Press. Kouzes, J. The Leadership Challenge.
San Francisco: Jossey-Bass. Kruse, K. What Is Leadership? Forbes Magazine. Lamb, L.
Mischel, W. Personality and Assessment. New York: Wiley. Newstrom, J. Organization Behavior: Human Behavior at Work.
What is the practice of applying critical thinking skills based on Army values What character attribute does the army expect its leaders to display? ______ is the. Click here to get an answer to your question ✍️ ______ is the practice of applying critical thinking skills based on army values. a. creative thinkin.
New York: McGraw-Hill. Northouse, G. Leadership Theory and Practice. Rowe, W.