Synthesis Essay: Theodore Roosevelt, An Ethical Leader

Synthesis Essay – Theodore Roosevelt
Four naval ships, Mount Rushmore, Teddy bears, eight movies including the Night at the Museum series, and one of the best turn-based strategy games, Civilization 6. All these things are forever linked by one man, Theodore Roosevelt. Throughout his life, he displayed numerous leadership traits that unquestionably prove he was a Visionary and Ethical Leader not only in battle, but also in his political career. The specific traits covered in this paper will touch on his use of inspirational motivation during his “crowned hour”, his use of diversity during his political appointments, his refusal to worry over image when carrying out his duties, and how he used intellectual empathy when preparing his men for
“Worry Over Image,” is defined as an “Ethical Trap,” that entails a leader making decisions based on how it effects their reputation rather than rules, regulations, and code of conduct (BCEE, 2017b, p. 8). Roosevelt was highly motivated during his tenure on the New York City Police Board; so motivated that two of his closest friends on the board asked him if he was using his position as a staging point for a run at the presidency (Strock, 2009). Theodore became furriest at the question and scolded his two friends and stated, “Never, Never, you must never either of you ever remind a man at work on a political job that he may be president. It almost always kills him politically. He loses his nerve; he can't do his work; he gives up the very traits that are making him a possibility.” (Strock, 2009). Here Roosevelt explains that a man who is concerned about what decisions will affect his career will be too afraid to make the necessary calls needed to succeed today. Another example of Teddy’s ethical leadership occurred while he was training the 1st Volunteer Calvary Division in San Antonio, Texas. One hot day, a trooper was riding with an urgent message for Colonel Leonard Wood (Knokey, 2015). Due to the heat, the trooper wasn’t wearing his regulation coat and since he was in a rush he ran past an officer on his
In the first situation, I was deployed to Camp Bucca, Iraq in 2007 with the 16th Military Police (Airborne) Brigade to conduct detainee operations. While there, I was assigned as a quad shift lead overseeing the detainment of 250 suspected Takfiri terrorist with a crew of five other guards. One night, soon after I arrived on shift, the quad erupted into a riot. After we conducted a hard push of the quad (a process that involves the use of riot claymores, tear gas, and a lot of high pressure water) to lock the detainees into a smaller containment area, I was directed to take my team into the quad and ensure the detainees did not escape the containment area using lethal means if necessary. A few of the guards were on edge since the only thing between us and 250 angry and violent detainees was a chain-link fence. Because of my willingness to be right there with my team and my calm, reassuring nature, we were able to hold the line for the three hours needed for the situation to deescalate to the point where we could resume normal operations. Had I not used inspirational motivation in this instance or had I not been cool-headed when