The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces. Introduction The Backbone of the Armed Forces To be a member of the United States Armed Forces--to wear the uniform of the Nation and the stripes, chevrons, or anchors of the military Services--is to continue a legacy of service, honor, and patriotism that transcends generations. Answering the call to serve is to join the long line of selfless patriots who make up the Profession of Arms. This profession does not belong solely to the United States. It stretches across borders and time to encompass a culture of service, expertise, and, in most cases, patriotism. Today, the Nation's young men and women voluntarily take an oath to support and defend the Constitution of the United States and fall into formation with other proud and determined individuals who have answered the call to defend freedom. This splendid legacy, forged in crisis and enriched during times of peace, is deeply rooted in a time-tested warrior ethos. It is inspired by the notion of contributing to something larger, deeper, and more profound than one's own self. Notice: This is a printed Paperback version of the "The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces". Full version, All Chapters included. This publication is available (Electronic version) in the official website of the National Defense University (NDU). This document is properly formatted and printed as a perfect sized copy 6x9".

In September 1939, Canada’s tiny army began its remarkable expansion into a wartime force of almost half a million soldiers. No army can function without a backbone of skilled non-commissioned officers (NCOs) – corporals, sergeants, and warrant officers – and the army needed to create one out of raw civilian material. Building the Army’s Backbone tells the story of how senior leadership created a corps of NCOs that helped the burgeoning force train, fight, and win. This innovative book uncovers the army’s two-track NCO-production system: locally organized training programs were run by units and formations, while centralized training and talent-distribution programs were overseen by the army. Meanwhile, to bring coherence to the two-track approach, the army circulated its best-trained NCOs between operational forces, the reinforcement pool, and the training system. The result was a corps of NCOs that collectively possessed the necessary skills in leadership, tactics, and instruction to help the army succeed in battle.

New revised edition which updates the 1989 version which culminated the Center of Military History's contribution to the Year of the NCO Corps since 1775. Has added chapters on Desert Storm, the Army during the 1990s, the Army in Afghanistan, and a new epilogue to carry the story forward. Contains portraits of NCOs in action; and selected documents on responsibilities, professional status and specialist rank. Appendices include: evolution of NCO rank insignia, and a gallery of Noncommissioned Officer heroes.

Throughout history non-commissioned officers (NCOs) have played a central role in armies as disciplinarians, closely associated with the welfare of the troops and discipline in the ranks. Although at low levels of command officers and NCOs were allies, a strong divide existed between them. Officers, who held formal command authority, were educated to different standards and controlled every aspect of army doctrine and policy. The NCO corps remained, figuratively, in the barracks, separate from decisions effecting the employment and development of the army. relationship and in the expectations of NCOs themselves. The social gap between the ranks has narrowed and separation based on differences in education has become less distinct. Young soldiers are more aware of social, military and international issues than ever before. Better educated soldiers and NCOs now expect to be involved in unit decisions and are less likely to routinely accept the idea that officers know best. The challenge for the army of today is to recognize the opportunities for positive and to see that the army of the future takes them into account. officers, considers this challenge. The authors examine the historical role of NCOs as well as the factors influencing the future army and future NCO recruits. They discuss the implications for education, training, doctrine and organization, offering comparative assessments from allied armies.

This work is a collection of observations, insights, and advice from over 50 serving and retired Senior Non-Commissioned Officers. These experienced Army leaders have provided for the reader, outstanding mentorship on leadership skills, tasks, and responsibilities relevant to our Army today. There is much wisdom and advice "from one leader to another" in the following pages.

In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that "American military officers, of whatever service, should share common ground ethically and morally." In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution.

ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.

Devil's Backbone Terry C. Johnston The Modoc Indians and American officials had been flirting with war in the Oregon Territory for some time. When Modoc chief Keintpoos murdered a Civil War hero during negotiations, the U.S. Army launched a deadly offensive against the rebel tribe. Besieged in the natural stronghold of the Lava Beds near Tule Lake, the Modocs waged bloody war for seven long months. Sergeant Seamus Donegan, on the trail of his uncle, Ian O'Rourke, arrived at Tule Lake just as the conflict erupted. Soon Donegan and the brooding O'Rourke found themselves embroiled in what would be the costliest war in frontier history...