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LEADERSHIP CHALLENGES FACING THE ARMY 2
Over the past decades, the United States Army, the most instrumental and vital branch of
our military has seen a robust growth in terms of capacity and strength. The army has been
actively engaged in missions all over the world especially in volatile regions in Africa, the
Middle East, and East Asia where the United States has strategic interests. Training is a core
pillar in the United Army an aspect that has enabled it to operate in almost every region in the
world without being limited by cultural challenges. The United States has been allocating sizable
investments to offer the best training to its personnel in uniforms to maintain units that can
operate in dynamic theatres involving local politics, urban warfare among others (US
Department of Defense, 2014). However, over the recent past, the United States army has faced a
significant challenge in leadership development. This is a current challenge facing the US army.
This paper sets to discuss the challenge of leadership development currently affecting the United
States Army.
The United States Army Press released a statement of the current challenges facing the
army and which have the potential to affect its operations in missions worldwide. Among the
several challenges listed was that of developing army leadership (Bradshaw, 2018). The military
and the army differ from all other institutions in the United States in many ways but most
importantly its highly dynamic form of personnel management. As expected with all the
branches of the military, service men and women are categorized depending on their experience
in the army, accomplishments, and level of training. These ranks in the army establish what is
referred to as the chain of command that allows operational efficiency through a code of
discipline. The ranks allow communication to flow from senior commanders to low-level
LEADERSHIP CHALLENGES FACING THE ARMY 3
officers such as platoon members in the infantry. Although decisions are open to negotiation in
most cases, orders from a senior commander are not questioned. Military ranks keep on changing
at a significant rate for the army personnel. For both commissioned and noncommissioned
officers, experience, for instance, results to rise in the rank of an army personnel. As an officer
crosses the threshold of one rank to the next, their scope in terms of expertise, skills and
responsibility increase too. Additional training and mentorship, in this case, are key and vital to
Every year thousands of officers serving in the army cross the threshold of a new rank
which necessitates new training to impart new skills that match their new capacities. The
challenge for the army is to offer the required training for leadership development centrally the
high rate of rank crossing (Bradshaw, 2018). For instance, in most cases, many junior officers
cross the threshold and rise to new ranks of senior non-commissioned officers (NCO). This
immediately shifts their responsibilities within the army. In this case, senior NCOs have the
their execution and also offer training to their juniors. More complex challenges meet junior
officers as they transit from junior soldiers to senior non-commissioned officers too. The
increased responsibilities and added complex tasks are daunting to the senior officers in their
new ranks. Without the appropriate leadership development in new ranks, complex tasks often
result in operational failures and losses. Therefore, the challenge of leadership development is
one which the army and the military, in general, cannot afford to overlook. Military leadership
development is a challenge for the United States Army for several reasons which include, fixed
resources, increased requirements with limited training durations and overseas deployments
(Crowley, Shanley, Rothenberg & Sollinger, 2013). Training for new responsibilities and
LEADERSHIP CHALLENGES FACING THE ARMY 4
complex tasks requires significant resources. Although funding for the army is not a problem, the
budget is tightly fixed to meet different operational needs. Therefore, getting enough resources
has been a deterrent to high-level training in leadership development. As the requirements for
training officers in new ranks increase, the training duration has not which has often limited
leadership development. Battles and conflicts are constantly evolving which has often led to new
strategies. Learning new strategies together with the existing ones requires longer time durations
which is often a limitation due to the urgency of the personnel to fit in new roles. Additionally,
the United States army global approach requires that officers are mostly in deployments all over
the world. This is a further hindrance to leadership development when soldiers have limited time
for training due to operational tasks. Therefore, soldiers have to wait until they complete their
attaching training officers in overseas bases, constantly revising training programs to increase
their scope and duration and increasing investment to leadership development (Crowley,
Shanley, Rothenberg & Sollinger, 2013). Soldiers will have a long training duration, better
resources and also ability to train even while overseas. This is the way to overcome leadership
Conclusion
The United States army a branch of our military has a pivotal role in our security. Over
the years, it has seen a robust growth in personnel and operational efficiency. However, with the
growing needs leadership development has become a challenge for the army due to fixed
resources, increased training needs with limited duration and overseas deployments. To solve the
challenge of leadership development, the army should increase funding to training, constantly
LEADERSHIP CHALLENGES FACING THE ARMY 5
revise training programs and attach permanent training officers to overseas bases. This will result
References
Retrieved from
https://www.armyupress.army.mil/Journals/NCO-
Journal/Archives/2018/March/Leadership-Challenges/
Crowley, J. C., Shanley, M. G., Rothenberg, J., & Sollinger, J. M. (2013). Adapting the army's
training and leader development programs for future challenges. Rand Arroyo Center
https://www.rand.org/content/dam/rand/pubs/technical_reports/2012/RAND_TR1236.pdf
US Department of Defense. (2014). Operational and maintenance overview. Fiscal year 2015
https://comptroller.defense.gov/Portals/45/Documents/defbudget/fy2015/fy2015_OM_Ov
erview.pdf