Resilient leadership is a fundamental need within the Army, government agencies and the corporate world. Leadership as defined in Army Doctrine Publication (ADP) 6-22, is “The process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization”. The role of a field grade officer at the organizational level is to create a shared vision for those in the organization to follow. Kevin Gentzler defines vision, as “A picture of the future framed by a values-based purpose that creates a path to drive behavior, change, and motivation”. Regardless of what level that one leads at, the requisite leadership competences remain the same. Failure however, at the organizational level to develop a vision can summarily cripple an organization. Based on my assessment over the past few weeks, the critical leadership problem facing the 4th Armor Brigade Combat Team (ABCT) is the lack of unified leadership at the organizational level and no clear organizational vision. As you are aware, in approximately one month the 4th ABCT will enter a nine-month period of TRAIN – READY and rotate into cycle for training at the National Training Center (NTC). After that, two of our maneuver battalions will deploy for nine months…show more content… I will accomplish this by implementing mandatory ethics classes for the leadership within the brigade and mandatory sharp classes for all battalion personnel. In addition, I will stress the negative effects of applying the “Just World Hypothesis” with the goal of eliminating “victim blaming” within the organization. I will determine the effectiveness of the program through surveys and by measuring the increase or decrease in the number of ethics based complaints, allegations, and subsequent substantiation of
