Leadership Styles in the Army
...As the deployable level of command required to synchronize and sustain combat operations, the corps provides the framework for multi-national operations. Division - 10,000 to 15,000 soldiers. Usually consisting of three brigade-sized elements and commanded by a major general, divisions are numbered and assigned missions based on their structures. The division performs major tactical operations for the corps and can conduct sustained battles and engagements. Brigade - 3,000 to 5,000 solders. A brigade headquarters commands the tactical operation of two to five organic or attached combat battalions. Normally commanded by a colonel with a command sergeant major as senior NCO, brigades are employed on independent or semi-independent operations. Armored cavalry, ranger and Special Forces units, these sizes are categorized as regiments or groups. Battalion - 300 to 1,000 soldiers. Four to six companies make up a battalion, which is normally commanded by a lieutenant colonel with a command sergeant major as principle NCO assistant. A battalion is capable of independent operations of limited duration and scope. An armored or air cavalry unit of equivalent size is called a squadron. Company - 62 to 190 soldiers. Three to five platoons form a company, which is commanded by a captain with a first sergeant as the commander's principle NCO assistant. An artillery unit of equivalent size is called a battery, and a comparable armored or air cavalry unit is called a troop. Platoon - 16 to 44 soldiers. A platoon is led by a lieutenant with an NCO as second in command, and consists of two to four squads or sections. Squad - 9 to 10 soldiers. Typically commanded by a sergeant or staff sergeant, a squad or section is the smallest element in the Army structure, and its size is dependent on its function. The basic building block of all Army organizations is the individual soldier. A small group of soldiers organized to maneuver and fire is called a squad. As elements of the Army's organizational structure become larger units, they contain more and more subordinate elements from combat arms, combat support and combat service support units”1 The style of leadership or management varies with each commander or supervisor, much is based on mission, risk assessment, training. The first line supervisor (sergeant) has the most influence on the soldier. My personal leadership style was that of participative, given a mission, I would gather my squad, section or platoon as my rank increased, to issue the operation orders, explain the objective and the intended results. I would ask for questions or comments allowing for the soldiers or junior noncommissioned officers to voice their opinion or suggestions as options to gain the objective while maintaining discipline in the ranks. Often during these operation order briefs the areas of responsibility were volunteered for based on individuals competencies. Every leader knows the weakness and strengths of their subordinates without second guessing them, the more complex the plan, the greater the probability of failure, so if the junior leaders move or volunteer to execute slices of the operation orders each would depend on the other to accomplish their slice so their friends or comrades are not left unprotected, unsupported, and cut off. That is the perfect scenario. There are missions that require the senior leader to order his/her subordinates to perform tasks that will expose them to danger. Many times there seems to be no rhyme or reason to the order. This is where the training and discipline in the ranks, if known there are natural born leaders and there are leaders who have trained themselves to be cognitive of their subordinates. There are also leaders that have gained their rank on the backs of others, being in the right positions to move up the career ladder but do not know the first thing about motivating a soldier who is scared that they might die during the next convoy. They abuse and degrade soldiers, noncommissioned officers and junior officers because they are not trained to...