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The requirements for the personality of the Noncommissioned Officer as an educator in current conditions are constantly increasing. This is due to the objective need of the subjects of the military pedagogical process for continuous and targeted influence on cadets during school hours. However, not all sergeants have the necessary abilities and personal authority for this. NCOs should be developed as successful leaders, as well as managers, which naturally requires mastering many different skills. In addition to skills, the personal qualities of a person are necessary since they play a significant role in the ability to lead people and work for results. Even though some NCOs prefer to be leaders, it is still imperative to be a successful manager.
Inspiring subordinates should be one of the most important goals of a leader. True leaders important task is to help the team learn and achieve success. This quality begins with daily motivation, building relationships, showing respect, and solving problems together (Noncommissioned Officer Guide, 2015). NCO can contribute to the teams inspiration by encouraging team members to solve new tasks. Having a source of the necessary motivation, each team member can brilliantly cope with their role and contribute to the achievement of overall success.
A natural leader will not only be able to motivate and inspire people but will also contribute to solving problems, for which it is also necessary to have skills. The key to solving problems can be found by reinforcing advice with data or experience and asking leading questions to help colleagues find the right path. It is also necessary to listen carefully to the interlocutor to find the right solution. The leader shows respect to his subordinates by communicating with them on an equal footing, regardless of their positions (Noncommissioned Officer Guide, 2015). Good leaders know that a positive attitude and respect are worth a lot. It is best to act on the principle that each team member is a partner in a common cause.
A good manager should also have several skills that can lead to the whole teams success. The manager knows how to prioritize tasks correctly and eliminate unnecessary routines. Making non-standard and sometimes risky decisions and perseverance in achieving goals are the hallmarks of an effective manager (Sabir, 2017). The manager sets an example to others; therefore, it is essential to demonstrate an increase in their theoretical knowledge, practical skills, and comprehensive development. The exactingness and authority of the head guarantee discipline in the team, work coherence, and official duties performance (Sabir, 2017). The ability to manage time that is, to act following established deadlines and specific time frames, is an essential feature of an intelligent manager. In addition, it is necessary to manage talents, that is, to distribute tasks among people so that talented people perform the job per their skills.
As the commander of the station, and the manager of the recruitment office, I have my leadership style, which includes elements of loyalty, but always appeals to strict discipline. Since I am a formal leader, I am always ready to help my subordinates, listen to them, and give advice. I encourage work, idealism, and self-development. As a true leader and manager, I try to set a good example for my subordinates. Even though I have a good attitude towards people who develop, work, and actively participate in the teams life, I still strictly treat discipline and order. Combining all my leadership skills and experience make it possible to bring positive changes to the stations work.
In conclusion, for any person who leads others and is responsible for specific actions, it is essential to have the qualities of an effective leader. In addition, it is necessary to be a good manager, which also requires specific knowledge and skills. As a station commander, and a recruiting station manager, I have all the necessary qualities of a manager and a leader, but I always strive for self-improvement and to gain new experience and knowledge.
References
Non-commissioned Officer Guide. (2015). TC 7-22.7.
Sabir, A. (2017). A leader: One, who knows the way, goes the way and shows the way. European Business & Management, 3(5), 82-85. doi: 10.11648/j.ebm.20170305.12
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