Search results
Army leader— Army definitions of leader, leadership, and counterproductive leadership. The Army leadership requirements model as a common basis for recruiting, selecting, developing,...
- 3MB
- 132
- i Preface
- Foreword
- ARMY LEADER DEFINED
- COMPONENTS OF LEADERSHIP
- APPLYING INFLUENCE
- LEADERS AND COURAGE
- LEADER ATTRIBUTES
- PRESENCE
- INTELLECT
- LEADS
- DEVELOPS
- ACHIEVES
- *Army leader
- *leadership
- References
- RAYMOND T. ODIERNO
This publication is available at Army Knowledge Online (https://armypubs.us.army.mil/doctrine/index.html).
Leadership is paramount to our profession. It is integral to our institutional success today and tomorrow. As we transition to meet the challenges of an increasingly complex and uncertain environment, our Army requires intelligent, competent, physically and mentally tough leaders of character. Decentralized operations require leaders at all levels ...
Leadership, the lifeblood of an army, makes a difference every day in the United States Army. Since the formation of the Continental Army until today with Soldiers deployed around the globe, Army leaders have accepted the challenges before them. The United States Army has always had great leaders who have risen above hardships and have drawn on a r...
6. Leadership involves at least two people or groups, one which leads and another which follows. The influence process aims at getting results and developing the organization. This accomplishes missions of high quality while sustaining and improving the organization within available resources. Leaders must balance successful mission accomplishment ...
8. Influence falls along a continuum from commitment, where followers willingly act for a higher purpose, to compliance, where followers merely fulfill requests and act in response to the leader’s positional power. The degree of commitment or compliance affects initiative taken, motivation to accomplish missions, and the degree of accepted responsi...
13. Army leaders accept the responsibility to develop and lead others to achieve results. All members of the Army—Soldiers and Army Civilians—swear an oath to support and defend the Constitution of the United States against all enemies, foreign and domestic. This oath subordinates the military leader to the laws of the nation and its elected and ap...
25. Attributes shape how an individual behaves and learns in their environment. The leader attributes are character, presence and intellect. These attributes capture the values and identity of the leader (character); the leader’s outward appearance, demeanor, actions and words (presence); and the mental and social faculties the leader applies in th...
28. The impression a leader makes on others contributes to success in getting people to follow. This impression is the sum of a leader’s outward appearance, demeanor, actions and words and the inward character and intellect of the leader. Presence entails the projection of military and professional bearing, holistic fitness, confidence and resilien...
29. The leader’s intellect affects how well a leader thinks about problems, creates solutions, makes decisions and leads others. People differ in intellectual strengths and ways of thinking. There is no one right way to think. Each leader needs to be self-aware of strengths and limitations and apply them accordingly. Being mentally agile helps lead...
33. The category of leads encompasses five competencies. Two focus on the affiliation of the followers and the common practices for interacting with them. Leads others involves influencing Soldiers and Army Civilians in the leader’s organization. Extends influence beyond the chain of command involves influencing others when the leader does not have...
35. Leaders operate to improve or sustain high performance in their organization. They do so by focusing on the four develops competencies. Create a positive environment inspires an organization’s climate and culture. Prepares self encourages improvement in leading and other areas of leader responsibility. Leaders develop others to assume greater r...
38. Gets results is the single achieves competency and relates to actions to accomplish tasks and missions on time and to standard. Getting results is the goal of leadership but leaders must remain mindful that leading people and creating positive conditions enable them to operate as successful leaders. Getting results requires the right level of d...
Anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking and shape decisions for the greater good of the organization.
The process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.
Field manuals are listed by new number followed by old number.
General, United States Army Chief of Staff Official:
Understand the Army definitions of leader and leadership. Use the Army leadership requirements model as a common basis for thinking and learning about leadership and associated...
Proficiency Pay- Special pay for serving in critical skills or special assignments. Three areas of pro-pay include: shortage specialty pay, special duty assignment pay, and superior performance...
policy and guidance for Army training and leader development and supports Army de-cisive actions in unified land operations.
- 2MB
- 257
This edition of FM 22-100 establishes a unified leadership theory for all Army leaders based on the Army leadership framework and three leadership levels. Specifically, it— • Defines and discusses Army values and leader attributes. • Discusses character-based leadership. • Establishes leader attributes as part of character.
People also ask
What are the parts of the army leadership manual?
What is the principle behind Army leadership development?
What are the roles and responsibilities of Army leaders?
What is the Army's ultimate responsibility?
This chapter discusses assumption of the first platoon-level leadership role, building a team, effective versus ineffective leadership, PL and PSG duties, using squad leaders, effective...
