In the army environment, Working towards a common goal is a vital consideration for success in the military environment. The reading is essential for the Noncommissioned officer because it provides an avenue for the NCO leader to understand the roles and responsibilities in the army environment. For the NCO leader, it will be apparent that the individual has to lead, care for the soldiers, and even in challenging environments, the NCO leader will ensure that other officers are trained towards handling different tasks in the organization. NCO leaders should understand the chapter to provide them with the right strategies that they can implement in leadership processes (Kamiński, 2019). The NCO leader will develop proper training programs through the application of a transformational leadership style. NCO leaders who use transformational leadership styles interact with other junior employees in the organization to understand their challenges and barriers that they encounter in military operations. These pieces of training improve employee morale and hard work to achieve the common goal of protecting threats that might cause harm in society.
Army employees also have different talents besides fighting enemies. Noncommissioned officers need to identify the abilities of the army officials and develop strategies that can be implemented to manage the skills. NCO leader will plan effectively on programs that promote talent management in military organizations. Through these mechanisms, the benefits will not only be to the army officers but also to the entire society (Department of the Army, 2018). These plans allow the NCO leader to create an effective human performance in duty management. Each employee will be placed in talent or activity that they can thrive successfully with minimal supervision. When each soldier understands that the NCO leader recognizes their unique skills, they will strive to meet the army objectives. It improves employee morale and facilitates teamwork, which is vital in army organizations.
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Furthermore, through talent management in an army environment, the NCO leader will have created an opportunity for individual growth. The army employees will understand what it needs for promotion in the army environment, and they will work towards achieving the developments. When the army officers are promoted to top leadership positions, they will have capabilities of leading other junior employees and disseminating the information to the junior employees so that sustainability is achieved in army organizations (Kim, Park & Huh, 2019). NCO leaders will benefit from such information as they will train employees to adhere to army values making them ethical and innovative in the military environment. In the long run, army employees will be competent and adapt to the new environments where they work for the success of the entire society.
Information presented in the chapter is instrumental, especially to a platoon on deployment. Military detachments have to work together to achieve a common goal, which is preventing enemies from causing harm in society. Talent management is a vital pillar for platoons to consider. Through talent management, platoons will understand that each member has a unique talent that, when incorporated into one action, the success of the deployment missions. The exceptional talent makes the platoons on deployment to be creative and adapt to the new environment that they are deployed to handle tasks (Männiste, Pedaste & Schimanski, 2019). Furthermore, it allows the platoons to embrace teamwork in military operations. When partnership kicks in, platoons will work together to overcome any barriers that they are facing during the time of deployment. Platoons on implementation will be active and can endure any challenge while they are on a mission. Hence, talent management and training are vital for military officers.
Leadership is also essential for the platoons who are on a mission. The leader provides guidance and directions to the other members so that they can overcome challenges that might occur in the process. Therefore, leadership development lines are critical points of focus. Training and experience are among the essential considerations of leadership development. The platoons on deployment will have knowledge of how they are handling missions and use the same experience when deployed to other tasks across the globe (Aksoy & Aksu,, 2019). Furthermore, the pieces of information in the chapter helps in developing influential platoon leaders who can guide other members to succeed in their missions. Servant leadership development is essential when dealing with lines of leadership development, which all platoons should subscribe to for success purposes.
Another point of consideration for the platoons on deployment is to focus on self-development. While on a mission, military officers should continuously focus on their goals and duties to avoid any confusion in the process. The rationale is to make them succeed in their goals and bar the enemies from accessing any competitive edge. The advantages of self-development in military organizations are that it helps in the maximization of employees' strengths, facilitates the officers to achieve their individual development, and also improve on any weaknesses that they face (Department of the Army, 2018). Military ethics dictates that all the soldiers have to accept their personal responsibility for purposes of growth and get excellent performance. Thus, the platoons on deployment must understand what their responsibilities are and continuously work for success and professional goal achievement. In general, the platoon soldiers will commit to professional as well as personal growth to succeed in the profession. Talent management, self-development, and awareness, as well as leadership development, is essential for the platoons in any military organization. Self-development is not only vital for the platoons but also crucial for NCO officers who use it in the dissemination of information in military organizations.
References
Aksoy, N., & Aksu, M. (2019). Attitudes and perceptions of gendarmerie non-commissioned officers vocational college students towards English instruction. Journal of Language and Linguistic Studies , 15 (3).
Department of the Army, (2018). U.S.Army Noncommissioned Officer Professional Development Guide. Department of the Army Pamphlet 600-25
Kim, C. W., Park, M. S., & Huh, M. K. (2019). A STUDY ON THE SELF-LEADERSHIP OF NON-COMMISSIONED OFFICER ACADEMY STUDENTS. European Journal of Research and Reflection in Educational Sciences Vol , 7 (12).
Kamiński, A. (2019). Qualifications of Police Officers-'1918 2018'and Promotion Prospects. Outline of the Issue. Internal Security .
Männiste, T., Pedaste, M., & Schimanski, R. (2019). Situational judgment test for measuring military tactical decision-making skills. Military Psychology , 1-12.
