Is the Army Developing Strategic Leaders? Case Studies of General George Marshall, William Westmoreland, and Eric Shinseki, World-class Warriors, Army Doctrine, Laws and Officer Grade Limitation Act

Nonfiction, History, Military, Strategy, United States
Cover of the book Is the Army Developing Strategic Leaders? Case Studies of General George Marshall, William Westmoreland, and Eric Shinseki, World-class Warriors, Army Doctrine, Laws and Officer Grade Limitation Act by Progressive Management, Progressive Management
View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart
Author: Progressive Management ISBN: 9781370555123
Publisher: Progressive Management Publication: January 24, 2017
Imprint: Smashwords Edition Language: English
Author: Progressive Management
ISBN: 9781370555123
Publisher: Progressive Management
Publication: January 24, 2017
Imprint: Smashwords Edition
Language: English

This excellent report has been professionally converted for accurate flowing-text e-book format reproduction. Given today's strategic environment and the demand put on the officer corps at every level, is the Army currently developing strategic leaders? The US Army doctrine and the Strategic Studies Institute (SSI) provide a definition and list of competencies that outlines what a strategic leader should possess. With that definition and list of competencies, the researcher will examine three military leaders, showing linkage to doctrine, which will illustrate examples of this doctrinal definition. Once this is established the research will illustrate the evolution over the last 70 years of the Officer Personnel Management System, through laws passed by Congress that set policy for the Army to arrive at its current system. The research showed that the current Officer Personnel Management System prepares officers to be strategic leaders.

CHAPTER 1 - INTRODUCTION * Background * The Issue * The Problem * The Purpose * Research Questions * Primary Research Question * Secondary Research Questions * Assumptions * Key Terms * Limitations * Scope * Delimitations * Significance of Research * Summary and Conclusions * CHAPTER 2 - LITERATURE REVIEW * What is a Strategic Leader? * Strategic Leader Business World * Harvard Business School * Brian Tracy International * A Snapshot of the Strategic Leader * Four Timeless Qualities of Strategic Leaders * Army Doctrine Reference Publication 6-22 * Strategic Leadership Competencies * Introduction to Case Studies * General George Marshall * General William Childs Westmoreland * General Eric K. Shinseki * Congressional Laws and the Officer Personnel Management System * Congressional Law * The Officer Grade Limitation Act of 1954 * The Defense Officer Personnel Management Act of 1980 * Department of the Army Pamphlet 600-3 * CHAPTER 3 - INTRODUCTION * Research Methodology * Data Processing and Analysis * Defining and Analyzing Strategic Leadership * Ethics Consideration * Validity * Summary and Conclusion * CHAPTER 4 - ANALYSIS * Introduction * Primary Research Question * Is the Army currently developing strategic leaders? * Secondary Research Question * What is a strategic leader? * Identity * Mental Agility * Cross-cultural Savvy * Interpersonal Maturity * World-class Warrior * Professional Astuteness * The Officer Personnel Management System * CHAPTER 5 - CONCLUSIONS AND RECOMMENDATIONS * Introduction * Findings * Unexpected Findings * Summary

The problem with the current officer career timeline is it constrains an officer by limiting time to broaden oneself. Broadening is a strategic goal of the current CSA. A broadening assignment for an officer is an assignment outside the traditional tactical assignments which must be completed before their promotion board.6 The current 20 year officer timeline pushes for tactical assignments and if time allows, an officer can have a broadening assignment. Because of the fixed timeline an officer must complete certain assignments before their promotion board to be considered for the next rank. Without completing the required 24 month key development time (tactical assignment prescribed in DA Pam 600-3 his or her branch, an officer would not be considered for the next rank. For example, a Major leaving the Command and General Staff College (CGSC) generally has five years before his or her Lieutenant Colonel board. The time constraint before this board can limit the opportunity for an officer to broaden themselves outside the normal tactical assignments. Majors must have successful evaluations in their key development (KD) jobs and others to be competitive to be promoted to the next rank.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

This excellent report has been professionally converted for accurate flowing-text e-book format reproduction. Given today's strategic environment and the demand put on the officer corps at every level, is the Army currently developing strategic leaders? The US Army doctrine and the Strategic Studies Institute (SSI) provide a definition and list of competencies that outlines what a strategic leader should possess. With that definition and list of competencies, the researcher will examine three military leaders, showing linkage to doctrine, which will illustrate examples of this doctrinal definition. Once this is established the research will illustrate the evolution over the last 70 years of the Officer Personnel Management System, through laws passed by Congress that set policy for the Army to arrive at its current system. The research showed that the current Officer Personnel Management System prepares officers to be strategic leaders.

CHAPTER 1 - INTRODUCTION * Background * The Issue * The Problem * The Purpose * Research Questions * Primary Research Question * Secondary Research Questions * Assumptions * Key Terms * Limitations * Scope * Delimitations * Significance of Research * Summary and Conclusions * CHAPTER 2 - LITERATURE REVIEW * What is a Strategic Leader? * Strategic Leader Business World * Harvard Business School * Brian Tracy International * A Snapshot of the Strategic Leader * Four Timeless Qualities of Strategic Leaders * Army Doctrine Reference Publication 6-22 * Strategic Leadership Competencies * Introduction to Case Studies * General George Marshall * General William Childs Westmoreland * General Eric K. Shinseki * Congressional Laws and the Officer Personnel Management System * Congressional Law * The Officer Grade Limitation Act of 1954 * The Defense Officer Personnel Management Act of 1980 * Department of the Army Pamphlet 600-3 * CHAPTER 3 - INTRODUCTION * Research Methodology * Data Processing and Analysis * Defining and Analyzing Strategic Leadership * Ethics Consideration * Validity * Summary and Conclusion * CHAPTER 4 - ANALYSIS * Introduction * Primary Research Question * Is the Army currently developing strategic leaders? * Secondary Research Question * What is a strategic leader? * Identity * Mental Agility * Cross-cultural Savvy * Interpersonal Maturity * World-class Warrior * Professional Astuteness * The Officer Personnel Management System * CHAPTER 5 - CONCLUSIONS AND RECOMMENDATIONS * Introduction * Findings * Unexpected Findings * Summary

The problem with the current officer career timeline is it constrains an officer by limiting time to broaden oneself. Broadening is a strategic goal of the current CSA. A broadening assignment for an officer is an assignment outside the traditional tactical assignments which must be completed before their promotion board.6 The current 20 year officer timeline pushes for tactical assignments and if time allows, an officer can have a broadening assignment. Because of the fixed timeline an officer must complete certain assignments before their promotion board to be considered for the next rank. Without completing the required 24 month key development time (tactical assignment prescribed in DA Pam 600-3 his or her branch, an officer would not be considered for the next rank. For example, a Major leaving the Command and General Staff College (CGSC) generally has five years before his or her Lieutenant Colonel board. The time constraint before this board can limit the opportunity for an officer to broaden themselves outside the normal tactical assignments. Majors must have successful evaluations in their key development (KD) jobs and others to be competitive to be promoted to the next rank.

More books from Progressive Management

Cover of the book 21st Century U.S. Military Documents: Air Force Incident Management Guidance for Major Accidents and Natural Disasters (Air Force Manual 10-2504 1) - Nuclear Weapons Accident On-Scene by Progressive Management
Cover of the book Persistent Engagement in Columbia - FARC, Rise of the Drug Cartels, Narcoinsurgencies, Uribe Era, Santos Era, Counternarcotics, Background and Lessons Learned, Special Operations Forces (SOF) by Progressive Management
Cover of the book 21st Century U.S. Military Manuals: Information Operations Field Manual - FM 100-6 by Progressive Management
Cover of the book National Guard Forces in the Cyber Domain: Integrating the Guard into National Cyber Forces and Defenses, Cybersecurity Protecting Critical Infrastructure from Hactivists and Terrorist Groups by Progressive Management
Cover of the book The Evolution of Los Zetas in Mexico and Central America: Sadism as an Instrument of Cartel Warfare - Drug and Human Smuggling, Money Laundering, Zeta Activities in the United States by Progressive Management
Cover of the book 20th Century Political History: The Watergate Files - Historic Document Reproductions, Break-in, Impeachment and Resignation of President Richard Nixon, Biographical Sketches, Timeline, FBI Chronology by Progressive Management
Cover of the book Wildland Fire in Ecosystems: Effects of Fire on Air (Rainbow Series) - Smoke Management, Air Quality, Visibility, Haze, Hazardous Air Pollutants, Emissions from Fires, Atmospheric and Plume Chemistry by Progressive Management
Cover of the book Encyclopedia of Military Space Operations at Cape Canaveral: From Early Ballistic Missile Launches in 1953 through Titan, Atlas, Delta, and EELV Launches with Mission Details by Progressive Management
Cover of the book Hypersonic Global Strike Feasibility and Options: Design Challenges, Propulsion, Fuel, Material, Plasma Interference and Weapons Employment, Current Programs, Weapons Integration, X-37B, AHW by Progressive Management
Cover of the book Mines Away! The Significance of U.S. Army Air Forces Aerial Minelaying in World War II: Japan's Outer and Inner Zones, AAF Plan and Reality, Operation Starvation Blockade, Navy Subs, Curtis LeMay by Progressive Management
Cover of the book Apollo and America's Moon Landing Program: Apollo 14 Technical Crew Debriefing with Unique Observations about the Third Lunar Landing - Astronauts Shepard, Mitchell and Roosa by Progressive Management
Cover of the book Understanding Violence Through Social Media: Assessing Feasibility of Twitter Utilization in Conflict Prediction Using Messages Within Iraq, Extreme Negative Terminology Predicts Subsequent Violence by Progressive Management
Cover of the book A Five-Star Folly: An Investigation into the Cost Increases, Construction Delays, and Design Problems That Have Been a Disservice to the Effort to Memorialize Dwight D. Eisenhower by Progressive Management
Cover of the book Joint Operations in the Gulf War: An Allison Analysis of Behavior - Rational, Organizational, Bureaucratic Process, Army, Navy, Marines, Air Force, Battlefield Preparation, Deep Strike Coordination by Progressive Management
Cover of the book Space Shuttle Columbia STS-107 Tragedy: Columbia Accident Investigation Board (CAIB) Transcripts of Board Public Hearings, In-Flight Rescue Options, Crew Survivability by Progressive Management
We use our own "cookies" and third party cookies to improve services and to see statistical information. By using this website, you agree to our Privacy Policy