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                 LEADER DEVELOPMENT
Mature leaders spend their energy on self- improvement.Leader development can also come through failure as learning does not occur in the absence of mistakes. Leaders allow subordinates
to learn and grow from these experiences. By allowing my subordinates to be innovative in how we accomplish training events, we have successfully found the best methods to achieve mission success or the freedom to learn from the mistakes made. Although a logistical inconvenience at first. Things such as misinterpreted transportation times, having the ammo detail show up at the wrong range, or coming up short on training aids for a full fill, these instances are equipped with lessons learned and growth opportunities for BCT leaders, ensuring the same mistakes are avoided in the future. In BCT, leaders can empower their subordinates by asking for input when making decisions. From the routes taken to reach a training site to transportation times and picking the dates for training events
of a cycle, there are endless opportunities for subordinates to help develop training and schedules.
One of the best ways to develop leaders in
BCT is to perform engaged leadership. Having a presence and being present does not equate to the same things. A commander’s best place is at their unit’s training, engaging their subordinates, both cadre and Trainees. By showing up and having a positive presence at training, others witness what the leader holds as essential. Giving clear guidance and intent on what is expected at the training event, supervising the execution, and confidence in subordinates achieving the mission is another step towards leadership development.
PURPOSE THROUGH A CREED
The Soldier’s Creed taught in BCT is pivotal for new Soldiers to learn what it means to be a servant leader. The very words in the creed reinforce the commitment to serve others before themselves. Military attributes gained through the Army Values help Trainees embrace the morals expected of them throughout their career.
Red Phase teaches Trainees what it means to be a member of a team. During this phase, Trainees are immersed in instruction on teamwork, the Army
Values, and discipline. This phase fosters cohesion and a sense of shared responsibility integrated through the principles Trainees are taught. Trainees experience group cohesion and motivation during team competitions such as the Fit to Win course or the friendly competition that motivates a platoon to perform their best to win a coveted phase banner.
Commitment to serve others continues
through a person’s military career. The NCO
Creed emphasizes an NCO’s responsibilities in their soldiers’ welfare and placing a Soldier’s needs above the NCO’s. Sergeant’s title has servitude qualities due to the word originating from the Latin word “serviens,” which means “one who serves.” 7 Through the backbone of the Army, the Army is
a profession of servant leaders. The lesser-known Commissioned Officer Creed also highlights serving country and unit over self. People who
are motivated will want to work harder and feel a desire to surpass the standard. Through various creeds and oaths, the Army cultivates a culture where people care for their brother and sister in arms. Good leaders will empathize with their peers and subordinates to collectively accomplish the mission, striving to be an expert and professional in everything they do.
CONCLUSION
Soldiers learn to be good leaders from good leaders.The most critical aspect of leadership
Servant Leadership
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