United States Army's Obsession With Leadership Skills

OBSESSION WITH LEADERSHIP 2
Introduction
The United States Army has an obsession with leadership. From the start of a Soldier's training, the Army instills leadership roles as the single most important goal to attain. Soldiers are forced into mock-leadership roles, and a lucky few earn leadership accolades during Basic Combat Training. Soldiers are aggressively judged by cadre when placed into team leader, squad leader, platoon sergeant, class leader, and student first sergeant positions in Advanced Individual Training (AIT) whether or not the Soldier takes interest in the position. Some people are born with leadership skills; a natural ability to influence others. Other individuals learn how to be successful leaders

This is fortunate for the Army because most individuals entering their military service careers lack this specific skill. Two methods follow an educational structure: the absorption of leadership knowledge and the gathering of subject matter expertise. Learning how to become a leader via leadership courses, Army regulations (AR) such as AR 600-100, Army Doctrine Publications (ADP) and Field Manuals (FM) such as ADP 6-22 and FM 6-22 constitute the direct method. These instructions teach a Soldier skills that allow him to navigate scenarios leaders will face. Soldiers utilizing the indirect method to leadership gain the skill through becoming Subject Matter Experts (SME) in their particular field, and therefore naturally becoming the individual with all the answers. These SME develop leadership without the intention to lead Soldiers, rather Soldiers inevitably follow them based on their Expert Power. Both can be very effective leaders; however, forcing individuals of one style into the other creates

Currently many NCOs in the Army, especially in these technical fields mentioned, are only in the NCO Corps because they wanted to remain in the Army. With the proposed solution, the Army would be separating Soldiers into categories of those who want to be SMEs and those who want to be NCOs. At the same time, these NCOs, who want to be NCOs, still retain a shared base of knowledge with their subordinates because they came from the same MOS - this is opposed to a theory of creating an NCO MOS.
The MI Corps would benefit by retaining Soldiers who after years of development and training are now qualified to serve the Army, and the MI Corps at their full potential. Soldiers in these fields will hold an incentive to stay in the Army, and more than likely be excited about the prospect. A passion inspires so much more than a paycheck. An added bonus follows further in the