Examples Of Transition From Direct And Organizational Leadership

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I am ready to transition from direct and organizational leadership to the strategic level. Successful strategic leaders attain a high level of self-awareness to ensure their relevance and effectiveness in addressing adaptive problems. As an Army Special Operations Forces (ARSOF) senior leader I will work alongside joint, interagency, intergovernmental, and multinational (JIIM) stakeholders at the strategic level within the next 12 months. A large portion of my work will occur within foreign countries. My relevance within this environment will manifest from the trust of others, which is an integral output of my character, competence, and personality. Using the Right to Lead Assessment Model (RLAM) as the framework for my self-assessment, …show more content…
I place the highest value on empowering others to promote dialogue and inspire teamwork across the organization and outside of the chain of command. I can also be aggressive and sometimes struggle with striking the right balance between organizational stability and achieving results. One of my peers provided the following assessment of my competence: “I believe that you gravitate towards ownership of many issues that may be beyond the span of your control.”6 I compensate for this weakness by balancing the needs of the organization and achieving results with personal transparency and through dedicating time towards empowering and investing in others. At the strategic level, non-hierarchical relationships will expand my leadership space to a more diverse group of stakeholders and constituencies; results will be achieved over an extended period of time.7 If left unchecked, my weakness in balancing the needs of these stakeholders with mission requirements could undermine my effectiveness in delivering leadership at the strategic …show more content…
I transmit my character and competence through my personality to foster high levels of confidence and respect from others. However, I can be impatient when others delay timely decisions or impede action. One of my peers assessed my personality with the following: “During meetings and face to face interaction, you have a significant presence that can be overbearing.”9 Used sparingly at the direct and organizational level of leadership, my ability to dominate and drive a conversation under the right circumstances is a strength. As a strategic leader my impatience could manifest as a lack of empathy of others, which could isolate important JIIM stakeholders from my mission and derail my relevance as a strategic

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