Leadership

Are leaders born or made' People have debated for centuries whether leaders are born or made. Although academics have answered the question, it is constantly debated. The research shows that leaders are comprised of both. Leaders are to some extent born, and they are always made. Knowing that leaders are made, this essay argues why leader assessment and development will assist me in my career as a field grade officer. Effective leaders seek out development opportunities. By increasing my knowledge, skill, and experience, I will improve my ability to function as a field grade officer. Knowledge refers to concepts, theories, and principals regarding a particular subject. Skill refers to the ability to successfully apply that concept or theory in practice and achieve the expected result. Experience is empirical, or knowledge gained through observation or doing. All three require continual development to become an effective leader. The scope and complexity of issues encountered as a field grade officer increase dramatically as compared to those of a company grade officer. By continually seeking opportunities to increase my knowledge, I will consistently expand the conceptual tools available to conduct effective problem solving. Improving the depth of knowledge in my area of concentration will instill confidence in my subordinates, as well as assist me with their professional development. As regular physical activity sculpts muscle tissue and improves endurance, assimilation of knowledge exercises the mind. This mental conditioning will allow me to development new mental models to apply toward the complex situations that I will encounter as a field grade officer. The successful application of knowledge yields skills. Skill is developed through deliberate effort and repetition. Effective leaders take control of their own development and seek out training programs that will make a difference in their performance. Through training I will improve my ability to apply concepts gained from knowledge. The repeated application of knowledge will increase my efficiency and effectiveness in dealing with a wide variety of situations. As efficiency improves so does productivity. As my productivity increases, I am able to handle more tasks simultaneously, manage tasks with escalating complexity, or re-invest time gained to develop knowledge in other areas. In addition to doing, knowledge is gained through observation. Knowledge gained through observation is defined as experience. Leaders learn from watching others and emulating successful behaviors. In addition to observation, experience is gained through critical review of past leaders and their actions. Like all great leaders, I can extend my personal experience by learning from others. Leaders learn through observation and critiquing. The only failure they recognize is the failure to learn from experience. Before the development discussed above can begin, a solid assessment is required to identify those areas that require refinement and focus. A thorough initial self assessment followed by routing feedback helps identify those leadership skills that require development to improve my effectiveness as a field grade officer. There are several tools and techniques available to perform a vast variety of assessments. The Army’s Multi-Source Assessment and Feedback (MSAF) tool is one of those instruments. I can use this source to solicit valuable feedback from my supervisors, peers, and subordinates. The feedback from this group acts like a mirror. The reflection helps me create an Individual Development Plan (IDP) by identify those skills that are strong, and those skills that require further refinement or initial development. An IDP is used to drive leader development by providing visible and tangible evidence that development is taking place. My IDP includes near and long term goals to increase the professional, personal, and relationship skills to be an effective field grade officer. In addition to an internal assessment, external assessment skills are essential to leader development. Continual assessment helps refine situational understanding allowing me to make informed and rational decisions as a field grade officer. Assessment of my organization or staff will help me in determine culture and learning styles. This information will assist me in developing and effective organizational staff. Understanding the factors will assist me in selecting the correct course of action to solve a specific issue. Additionally, assessment will provide data to construct measures of performance. As a field grade officer, I am reasonable for determining effectiveness. Again, assessment is the key to determining effectiveness of performance measures. I will use this process to ensure my organization is progressing toward successful completion of established goals. Assessment is an iterative process that fuels the process of development. Positions held by field grade officers have higher levels of responsibility and oversight which require continual development in knowledge, skill, and experience. By seeking and taking advantage of development opportunities, I will ensure my success in various staff or command positions. Any development activity begins with an initial assessment to determine needs and requirements. A deep and thoughtful internal assessment will disclose those leadership skills that require development to improve my effectiveness as a field grade officer. Assessment is a never ending process for successful leaders. An external assessment refines situational understanding, facilitating informed and rational decisions as a field grade officer. In conclusion, a leader’s growth is never done. Leadership is a lifetime activity of assessment, development, and re-assessment. There is always more to learn and skills that must be acquired to improve. This essay emphasizes that leader assessment and development is essential to the success of my career as a field grade officer.