The critical leadership problems facing the 4th Armor Brigade Combat Team (ABCT) is compliance, commitment, and emotional intelligence. The components of the Application of Power and Influence in Organizational Leadership are compliance versus commitment and emotional intelligence, using of Dr. Gene Klann, Application of Power and Influence in Organizational Leadership process will provide assistance in improving the culture and climate of 4th ABCT and reestablished the unit to its historical success and pride. Some of the unit leaders are commitment, and others are just in compliance. According to Klann, “commitment is an outcome in which the target person agrees with a request or decision from the agent and makes a strong effort to carry
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Influence is the application of power. Leaders use power to affect and change the behaviors, values, attitudes, morale, and commitment level of their subordinates. As mention in the reading, there are several issues with the 4th ABCT staff from each section and the commander has ignored most of the issues. The Chaplain has tried to talk to the commander about this issues, but he is having trouble getting to see him and keeps getting bumped from the calendar. Also, a private conversation the command sergeant major has indicated morale problems with the NCO and little teamwork among the …show more content…
COL Cutler did not seem to have a apply his emotional intelligence to the situations that were going on in the unit. While the unit was deployed, there are situations where as a commander, he should have enforced this power to change the culture of the unit and behavior of the Soldiers. Therefore, once the unit redeployed their underlining issues that had not been resolved that created additional problems once the unit return. One example of this is when he was talking to CPT Pat Donelson, brigade S1, about the new incoming female ranger and her placement within the unit. After the comments made by the brigade S1, the commander should have enforced the Armed Forces regulations and informed the S1 that this Soldier would be treated like any other Soldier in-processing into the unit.
Another example of this is not planning and informing the Soldiers about the current tempo of the unit and why some of the decisions were made. A decision that forced Soldiers to be away from their family and work longer hours after coming back from the deployed. At the same time, the Center for Army Leadership Assessment and Feedback Program showed that commanders shared a lack of willingness to include subordinated in decision-making and fell short of expectations on developing subordinates, coaching, and counseling. This report showed an indication
Influence is the application of power. Leaders use power to affect and change the behaviors, values, attitudes, morale, and commitment level of their subordinates. As mention in the reading, there are several issues with the 4th ABCT staff from each section and the commander has ignored most of the issues. The Chaplain has tried to talk to the commander about this issues, but he is having trouble getting to see him and keeps getting bumped from the calendar. Also, a private conversation the command sergeant major has indicated morale problems with the NCO and little teamwork among the …show more content…
COL Cutler did not seem to have a apply his emotional intelligence to the situations that were going on in the unit. While the unit was deployed, there are situations where as a commander, he should have enforced this power to change the culture of the unit and behavior of the Soldiers. Therefore, once the unit redeployed their underlining issues that had not been resolved that created additional problems once the unit return. One example of this is when he was talking to CPT Pat Donelson, brigade S1, about the new incoming female ranger and her placement within the unit. After the comments made by the brigade S1, the commander should have enforced the Armed Forces regulations and informed the S1 that this Soldier would be treated like any other Soldier in-processing into the unit.
Another example of this is not planning and informing the Soldiers about the current tempo of the unit and why some of the decisions were made. A decision that forced Soldiers to be away from their family and work longer hours after coming back from the deployed. At the same time, the Center for Army Leadership Assessment and Feedback Program showed that commanders shared a lack of willingness to include subordinated in decision-making and fell short of expectations on developing subordinates, coaching, and counseling. This report showed an indication