Army Leadership

Leadership

Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage.

Toxic leadership is a combination of self-centered attitudes, motivations, and behaviors that have adverse effects on subordinates, the organization, and mission performance.

Bear true faith and allegiance to the Constitution of the United States, the Army, your unit and other Soldiers.

Fulfill your obligations.

Treat people as they should be treated.

Put the welfare of the nation, the Army, and your subordinates before your own.

Live up to the Army Values.

Do what is right, legally and morally.

Face fear, danger, or adversity.

Provide purpose, direction, and motivation; build trust; provide an example; and communicate.

Develops yourself, create a positive climate, develop subordinates, and steward the profession.

Execute, adjust, and get results to accomplish tasks and missions on time and to standard.

Your professionalism.

Formal leadership authority is granted to individuals by virtue of assignment to positions of responsibility. Informal leadership is not exercised based on rank or position in the organization. It stems from personal initiative, special knowledge, unique experiences, or technical expertise specific to an individual or team.

Behaviors that involve a leader exceeding the boundaries of their authority by being abusive, cruel, or degrading others.

Behaviors that result from self-centered motivations on the part of the leader, where they act in ways that seek primarily to accomplish their own goals and needs before those of others.

Behaviors related to poor self-control or volatility that drive the leader to act erratically or unpredictably.

Ineffective leadership behaviors that result from a lack of experience or willful neglect.

Projecting a commanding presence, a professional image of authority, calmness under pressure, and control over emotions.

The projection of your belief in your ability to accomplish the mission and retain composure and demonstrate calm through steady control over emotion.

The psychological and physical capacity to overcome failures, setbacks, and hardship.

A deep understand of why something is important.

Clear expectations of what needs to be done.

A deep drive to make something happen.

A mark for performance to assess execution of tasks, as well as compliance with established policy and law.

Anyone who, by virtue of assumed role or assigned responsibility, inspires and influences people to accomplish organizational goals.

Esprit de corps denotes the Army’s winning spirit—a collective ethos of camaraderie, mutual trust, and cohesive teamwork.

Leaders can mitigate resistance by anticipating what others value, their reactions to influence, their shared understanding of common goals, and their commitment to the general organization or the purpose of the mission and their trust in the organization and the leader.

Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment.

Army Command Policy

They can, but these results are often short-term and do not lead to deep and lasting changes in the soldier.

Trust. Honorable service. Military expertise. Stewardship. and Esprit de corps.

Shared understanding of their professional identity, reasons why they serve, and ways they serve the American people. Motivation, discipline, striving for excellence, and good morale.  A sense of accomplishment: “Duty Well-Performed!” Pride in honorable service defending the American people. Belonging to a cause greater than oneself: love of country, the Army Family, and preserving the peace. Living by the Army ethic.

A shared sense of purpose and mission. Pride in the teamwork that makes its members willing to sacrifice for one another. Perseverance through adversity and challenge. A professional organizational climate—upholding the Army ethic. Honoring organizational customs, courtesies, and traditions and legacies. Pride in the organization and its accomplishment. The sense of teamwork that makes its members willing to sacrifice for one another.

Purpose, direction, and motivation.

Counterproductive leadership.

Attributes

Competencies

The Army Civilian Corps

To prepare them for the battlefield, so that those soldiers make it back home.

Effectively interacting with others.

Emotional self-control, balance, and stability that enables leaders to make sound, ethical decisions.

The ability to think flexibly, react to change, and adapt to the dynamic situations inherent to military operations.

The ability to assess situations accurately, draw rational conclusions, and make decisions.

The ability to introduce or implement something new.

In-depth knowledge and skill developed from experience, training, and education.

The fundamentals of their duty position related to warfighting, tactics, techniques, and procedures.

Knowledge related to equipment, weapons, systems, and functional areas

Knowledge about the areas in which they expect to accomplish the mission.

Army core competencies or Army Values.

An attribute is a characteristic of the leader, a part of who they are. A competency is what the leader is good at doing, a skill.

ADP 6-22

Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander's intent to empower agile and adaptive leaders in the conduct of unified land operations.

Character, presence and intellect.

Leads, Develops, and Achieves.

Who the leader is, their internal identity.

How others see the leader.

The knowledge the leader possesses and their ability to apply it.

Stewardship is the responsibility of Soldiers and Army civilians to strengthen the Army as a profession.

Shared understanding that “America’s Army” is one indivisible team. Willing obedience to civilian authority as a trusted member of the joint force. Professional and leader development that prepares and certifies Soldiers and Army civilians. Demanding training that ensures readiness to accomplish the mission. Programs and systems that are trusted to be ethical, effective, and efficient.

Accomplish the mission and improve the organization.

Be, Know, Do.

Character

Presence

Intellect

Leads

Develops

Achieves

Reinforcing followers’ identification with the Nation (loyalty), the Army (professionalism), the unit or organization (esprit de corps), the leadership in a unit (respect), and to the mission (duty).

How you affect the intentions, attitudes, and actions of another person or group of people.

Have genuine concern for subordinate health and welfare, provide help when it doesn't compromise the mission, earn their respect, and prepare subordinates through tough realistic training that prepares them for the hazards and dangers of combat.

The leader, the led, and the situation.

Personal initiative, special knowledge, unique experiences, or technical expertise exercised with competence, showing others that you are someone that can get stuff done and is worth following.