Fluent Essays

The focus for this assignment is Army Leadership.  Be substantive and clear also, use examples to reinforce your ideas.  Requirement: 1. APA 7th edition 2. 3-5 pages 3. Title, abstract, body, and conclusion ADP 6-22 ARMY LEADERSHIP AND THE PROFESSION JULY 2019 DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. This publication supersedes ADP 6-22 and ADRP 6-22, dated 1 August 2012 and ADRP 1, dated 14 June 2015. HEADQUARTERS, DEPARTMENT OF THE ARMY This publication is available at the Army Publishing Directorate site (https://armypubs.army.mil/) and the Central Army Registry site (https://atiam.train.army.mil/catalog/dashboard). https://armypubs.army.mil/ https://atiam.train.army.mil/catalog/dashboard Change No. 1 Headquarters Department of the Army Washington, DC, 25 November 2019 ARMY LEADERSHIP AND THE PROFESSION 1. This publication is changed to incorporate traits of the Army profession. 2. A plus sign (+) denotes changed material. 3. ADP 6-22, 31 July 2019, is changed as follows: Remove Old Pages Insert New Pages pages i through vii pages i through ix pages 1-1 through 1-14 pages 1-1 through 1-23 pages Source Notes-1 through Source Notes-2 pages Source Notes-1 through Source Notes-2 pages Glossary-1 through Glossary-2 pages Glossary-1 through Glossary-2 pages References-1 through References-3 pages References-1 through References-3 pages Index-1 through Index-2 pages Index-1 through Index-2 4. File this transmittal sheet in front of the publication for reference purposes. DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. ADP 6-22, C1 25 November DISTRIBUTION: Active Army, Army National Guard, and United States Army Reserve: istributed in 110180, ADP 6-22 *ADP 6-22 DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. *This publication supersedes ADP 6-22 and ADRP 6-22, both dated 1 August 2012, and ADRP 1, dated 14 June 2015. ADP 6-22, C1 i Army Doctrine Publication No. 6-22 Headquarters Department of the Army Washington, DC, 31 July 2019 ARMY LEADERSHIP AND THE PROFESSION Contents Page PREFACE..................................................................................................................... v INTRODUCTION ........................................................................................................ vii Chapter 1 THE ARMY PROFESSION, ETHIC, AND LEADERSHIP ........................................ 1-1 +The Army Profession and Ethic ............................................................................... 1-1 +The Army Profession ............................................................................................... 1-1 +The Army Ethic ........................................................................................................ 1-6 +Expectations for the Army Profession, Based on Our Ethic .................................... 1-8 The Army Values ..................................................................................................... 1-12 Army Leadership ..................................................................................................... 1-13 Army Leadership Requirements Model ................................................................... 1-15 Dynamics of Leadership .......................................................................................... 1-17 Roles of Leadership ................................................................................................. 1-20 Levels of Leadership ............................................................................................... 1-22 PART ONE THE ARMY LEADER: PERSON OF CHARACTER, PRESENCE, AND INTELLECT Chapter 2 CHARACTER ............................................................................................................ 2-1 Foundations of Army Leader Character .................................................................... 2-1 Army Values .............................................................................................................. 2-1 Empathy..................................................................................................................... 2-8 Warrior Ethos and Service Ethos .............................................................................. 2-8 Discipline ................................................................................................................. 2-10 Humility .................................................................................................................... 2-11 Chapter 3 PRESENCE ............................................................................................................... 3-1 Foundations of Army Leader Presence ..................................................................... 3-1 Military and Professional Bearing .............................................................................. 3-1 Fitness ....................................................................................................................... 3-1 Confidence ................................................................................................................ 3-2 Resilience .................................................................................................................. 3-2 Chapter 4 INTELLECT ............................................................................................................... 4-1 Foundations of an Army Leader Intellect ................................................................... 4-1 Mental Agility ............................................................................................................. 4-1 Sound Judgment ....................................................................................................... 4-2 Innovation .................................................................................................................. 4-2 Interpersonal Tact ...................................................................................................... 4-2 Expertise .................................................................................................................... 4-3 Contents ii ADP 6-22, C1 25 November 2019 PART TWO COMPETENCY-BASED LEADERSHIP FOR DIRECT THROUGH STRATEGIC LEADERS Chapter 5 LEADS ...................................................................................................................... 5-1 Leads Others ............................................................................................................. 5-1 Builds Trust ............................................................................................................... 5-8 Extends Influence Beyond the Chain of Command .................................................. 5-9 Leads by Example................................................................................................... 5-12 Communicates ........................................................................................................ 5-14 Chapter 6 DEVELOPS ............................................................................................................... 6-1 Develops Leaders ..................................................................................................... 6-1 Prepares Self ............................................................................................................ 6-2 Creates a Positive Environment/Fosters Esprit de Corps......................................... 6-4 Develops Others ....................................................................................................... 6-8 Stewards the Profession ......................................................................................... 6-14 Chapter 7 ACHIEVES ................................................................................................................ 7-1 Gets Results .............................................................................................................. 7-1 Purpose ..................................................................................................................... 7-1 Chapter 8 LEADERSHIP IN PRACTICE ................................................................................... 8-1 Leaders and Challenges ........................................................................................... 8-1 Leaders and Courage ............................................................................................... 8-1 Leadership and Management ................................................................................... 8-2 Adaptability and Versatility ........................................................................................ 8-2 Challenges of an Operational Environment .............................................................. 8-4 Stress of Change ...................................................................................................... 8-6 Operational Stress .................................................................................................... 8-6 Counterproductive Leadership .................................................................................. 8-7 PART THREE LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS Chapter 9 ORGANIZATIONAL LEADERSHIP ......................................................................... 9-1 Leading ..................................................................................................................... 9-1 Developing ................................................................................................................ 9-3 Achieving ................................................................................................................... 9-6 Chapter 10 STRATEGIC LEADERSHIP ................................................................................... 10-1 Leading ................................................................................................................... 10-2 Developing .............................................................................................................. 10-5 Achieving ................................................................................................................. 10-7 SOURCE NOTES ............................................................................... Source Notes-1 GLOSSARY ................................................................................................ Glossary-1 REFERENCES ........................................................................................ References-1 INDEX ............................................................................................................... Index-1 Contents 25 November 2019 ADP 6-22, C1 iii Figures +Introductory figure 1. Logic map ...................................................................................................... ix +Figure 1-1. The Army profession .................................................................................................. 1-2 +Figure 1-2. The Army ethic, including Army Values ..................................................................... 1-9 Figure 1-3. The Army leadership requirements model ................................................................. 1-15 Figure 1-4. Navigating leader competencies ................................................................................ 1-16 Figure 1-5. Army leadership levels. .............................................................................................. 1-22 Figure 5-1. General Eisenhower’s D-Day statement...................................................................... 5-6 Tables Introductory table 1. New Army terms ............................................................................................. viii +Introductory table 2. Modified Army terms and acronyms ............................................................. viii +Table 1-1. The framework for the Army ethic ............................................................................... 1-7 Table 2-1. Attributes associated with CHARACTER ....................................................................... 2-12 Table 3-1. Attributes associated with PRESENCE ............................................................................ 3-3 Table 4-1. Attributes associated with INTELLECT ............................................................................ 4-5 Table 5-1. The competency LEADS OTHERS ................................................................................... 5-8 Table 5-2. The competency BUILDS TRUST ..................................................................................... 5-9 Table 5-3. The competency EXTENDS INFLUENCE BEYOND THE CHAIN OF COMMAND ...................... 5-11 Table 5-4. The competency LEADS BY EXAMPLE ........................................................................... 5-14 Table 5-5. The competency COMMUNICATES ................................................................................ 5-16 Table 6-1. The competency PREPARES SELF .................................................................................. 6-4 Table 6-2. The competency CREATES A POSITIVE ENVIRONMENT ..................................................... 6-8 Table 6-3. Counseling—Coaching—Mentoring Comparison ....................................................... 6-11 Table 6-4. The competency DEVELOPS OTHERS ........................................................................... 6-14 Table 6-5. The competency STEWARDS THE PROFESSION ............................................................. 6-15 Table 7-1. The competency GETS RESULTS .................................................................................... 7-3 This page intentionally left blank. 25 November 2019 ADP 6-22, C1 v Preface ADP 6-22, Army Leadership and the Profession, establishes and describes the Army Profession and the foundations of Army leadership, (outlines the echelons of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies expected of all leaders across all levels and cohorts. The principal audience for ADP 6-22 consists of all members of the Army profession, military and civilian. Trainers and educators throughout the Army will also use this publication. The use of the term Army leaders refers to officers, noncommissioned officers, and select Department of the Army Civilians unless otherwise specified. Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United States’, international, and host-nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the Army ethic, the law of war and the rules of engagement (see FM 6-27). This publication contains copyrighted material. ADP 6-22 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the text and glossary. When first defined in the text, terms for which ADP 6-22 is the proponent publication are boldfaced and italicized, and definitions are boldfaced. When first defining other proponent definitions in the text, the term is italicized and the proponent publication follows the definition. Following uses of the term are not italicized. Terms for which ADP 6-22 is the proponent publication (the authority) are marked with an asterisk (*) in the glossary. Underlined words are for emphasis; these are not formally defined terms. ADP 6-22 applies to the Regular Army, Army National Guard/Army National Guard of the United States, United States Army Reserve, and Department of the Army Civilians unless otherwise stated. The United States Army Combined Arms Center is the proponent of ADP 6-22. The preparing agency is the Center for the Army Profession and Leadership, Mission Command Center of Excellence, United States Army Combined Arms Center. Send written comments and recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank Forms) to Center for Army Profession and Leadership, ATTN: ATZL-MCV (ADP 6-22), 804 Harrison Drive, Bldg 472, Fort Leavenworth, KS 66027-2308 or by email to [email protected] mailto:[email protected] vi ADP 6-22, C1 25 November 2019 Acknowledgements These copyright owners have granted permission to reproduce material from their works. Leadership in Organizations, 8th ed by Gary Yukl. Reproduced with permission of the author. Copyright © 2012. Making Partnerships Work: A Relationship Management Handbook, by Jonathan Hughes and Jeff Weiss. Reproduced with permission of Vantage Partners, LLC. Copyright © 2001. All rights reserved. “How to Manage Alliances Strategically,” by Ha Hoang and Frank T. Rothaermel. © 2016 from MIT Sloan Management Review/Massachusetts Institute of Technology. All rights reserved. Distributed by Tribune Content Agency, LLC. Republished with permission of the Academy of Management, from “Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures,” Jeroen Stouten, Denise M. Rousseau, and David De Cremer, 12(2), © 2018. 25 November 2019 ADP 6-22, C1 vii Introduction ADP 6-22 establishes and describes the Army profession and the associated ethic that serve as the basis for a shared professional identity. It establishes and describes what leaders should be and do. Having a standard set of leader attributes and core leader competencies facilitates focused feedback, education, training, and development across all leadership levels. 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 profession, 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. Being and doing are ineffectual without knowledge. Knowing the what and how of soldiering, tactics, operational art, staff operations, functional and technical expertise, and many other areas are essential to leading well. ADP 6-22 cannot convey all of the specific knowledge areas to become an expert leader. All leaders accrue the knowledge and develop the expertise required to contribute to the support and execution of the Army’s four strategic roles: shaping operational environments, preventing conflict, prevailing in large- scale ground combat operations, and consolidating gains. ADP 6-22 describes the attributes and core competencies required of contemporary leaders. ADP 6-22 addresses the following topics necessary for Army members to become a skilled, agile, and highly proficient Army leader—  Army definitions of leader, leadership, and counterproductive leadership.  The Army leadership requirements model as a common basis for recruiting, selecting, developing, evaluating leaders and, most importantly, for leading Soldiers and Department of the Army (DA) Civilians.  Roles and relationships of leaders, including the roles of subordinates or team members.  What makes an effective leader: a person of integrity who builds trust and applies sound judgment to influence others.  How to lead, develop, and achieve through competency-based leadership.  The basics of leading at the direct, organizational, and strategic levels.  The influences and stresses of changing conditions that affect leadership. Key updates and changes to this version of ADP 6-22 include—  Information from ADP 6-22 and ADRP 6-22 combined into a single document.  Incorporation of key concepts (Army profession and Army ethic) from ADRP 1.  New leadership requirements model diagram.  New discussions on the dynamics of leadership, followers, humility, and counterproductive leadership. Introduction viii ADP 6-22, C1 25 November 2019 ADP 6-22 contains 10 chapters comprising three parts describing the Army’s approach to leadership:  +Chapter 1 describes the Army profession, and the ways the Army ethic underpins the decisions and actions of all Army leaders. It discusses the characteristics of the Army profession and expectations of all Army professionals. Chapter 1 also defines leadership, describes the foundations of Army leadership, introduces the Army leadership requirements model, and addresses the various roles of Army leaders and the echelons of leadership.  Part One describes the leader attribute categories of character, presence, and intellect. Chapter 2 discusses the attribute category of character: Army Values and Army ethic, empathy, Warrior Ethos/Service Ethos, discipline, and humility. Chapter 3 discusses the attribute category of presence: military and professional bearing, fitness, confidence, and resilience. Chapter 4 discusses the attribute category of intellect: mental agility, sound judgment, innovation, interpersonal tact, and expertise.  Part Two describes the core leader competencies and their application. Chapter 5 addresses the competency category of leads: leads others, builds trust, extends influence beyond the chain of command, leads by example, and communicates. Chapter 6 describes the competency category of develops: prepares self, creates a positive environment, develops others, and stewards the profession. Chapter 7 describes the competency category of achieves and the supporting actions of providing guidance, and managing and monitoring duties and missions. Chapter 8 discusses the challenges of the operational environment, stress, and change.  Part Three addresses the roles and responsibilities of organizational leaders in chapter 9 and of strategic leaders in chapter 10. Changes to terms used in ADP 6-22 are addressed in introductory tables 1 and 2. The logic map for ADP 6-22 is shown in introductory figure 1. Introductory table 1. New Army terms Term Remarks counterproductive leadership New term. ADP 6-22 is the proponent publication. +Introductory table 2. Modified Army terms and acronyms Term Remarks Army Civilian Corps No longer a formally defined term. Army ethic ADP 6-22 modifies the term and definition and becomes the proponent publication. Army profession ADP 6-22 modifies the term and definition and becomes the proponent publication. Army professional No longer a formally defined term. Army leader Modifies definition. character No longer a formally defined term. esprit de corps No longer a formally defined term. leadership Modifies definition. military expertise No longer a formally defined term. stewardship No longer a formally defined term. Introduction 25 November 2019 ADP 6-22, C1 ix +Introductory figure 1. Logic map This page intentionally left blank. 25 November 2019 ADP 6-22, C1 1-1 Chapter 1 The Army Profession, Ethic, and Leadership For more than 240 years, the United States Army has protected the people and interests of the Nation. The Army is not alone. The Marines Corps, Navy, Air Force, Coast Guard, government agencies, and local law enforcement and firefighters all perform similar services to the Nation and its communities. All volunteered. In many cases, they choose to place themselves in harm’s way based on a conviction that personal service makes a difference. Leading Soldiers requires an understanding of the Army profession and ethic that are the basis for a shared professional identity and underpin all leader decisions and actions. To inspire Soldiers to risk their lives requires professional leaders capable of providing purpose, direction, and motivation. This chapter describes the Army profession, describes the Army ethic, and introduces Army leadership. …the Soldier, above all other people, prays for peace, for he must suffer and bear the deepest wounds and scars of war. General of the Army Douglas MacArthur Thayer Award acceptance speech, 1962 +THE ARMY PROFESSION AND ETHIC 1-1. War is a lethal clash of wills and an inherently human endeavor that requires perseverance, sacrifice, and tenacity. The United States Army’s primary reason for existence is to deploy, fight, and win the Nation’s wars by providing ready, prompt, and sustained land dominance by Army forces across the range of military operations as part of the joint force. Enduring the physical hardship, danger, and uncertainty of combat requires an Army that is professionally committed and guided by an ethic that motivates and guides its forces in the conduct of missions, performance of duty, and all aspects of life. 1-2. Providing the purpose, direction, and motivation required to inspire others to risk their lives to accomplish missions requires leaders committed to their profession and ethic. To prepare Army leaders to fulfill their responsibilities, the Army profession develops Soldiers and Army civilians who demonstrate character, competence, and commitment through career-long training, education, and experience. +THE ARMY PROFESSION 1-3. The Army has a dual nature as both a military department of government and a trusted military profession. The character of the Army as an institution and a profession are both essential to accomplishing the Army’s mission. However, it is the American people’s trust and confidence in the Army as an ethical profession that grants it the autonomy to exercise the disciplined initiative critical to accomplishing missions under diverse conditions around the world. 1-4. Traditional professions share essential characteristics. They provide a vital service to society, requiring expertise and skill developed through years of training, education, and experience. Professions establish standards of practice and certify that their members are qualified to serve the needs of society. 1-5. Professionals accept the responsibility to be stewards of the people and resources entrusted to them by society and to advance the state of their profession in anticipation of changes to the world around them. Professions motivate their members to answer a “calling to honorable service,” to pursue lifelong learning, Chapter 1 1-2 ADP 6-22, C1 25 November 2019 and to cooperate as members with a common purpose higher than individual gratification. A calling or vocation means that the mission is more important than the individual is, which is the basis of sacrifice. 1-6. Professions self-police and must live by an ethic with both legal and moral foundations. A professional ethic provides the set of moral principles that guide decisions and actions in professional practice. Traditional professions include medicine and law, science and engineering, architecture, higher education, ordained religious practice, and the military. 1-7. Ultimately, society trusts professions and grants them autonomy and discretion with prudent, balanced oversight or external controls. If a profession violates its ethic and loses the trust of society, it becomes subject to increased societal regulation and governance. 1-8. The Army profession is a trusted vocation of Soldiers and Army civilians whose collective expertise is the ethical design, generation, support, and application of landpower; serving under civilian authority; and entrusted to defend the Constitution and the rights and interests of the American people. The Army profession includes two complementary communities of practice—the Profession of Arms and the Army Civilian Corps.  The Profession of Arms comprises the Soldiers of the Regular Army, Army National Guard, and the Army Reserve.  The Army Civilian Corps is composed of Army civilians serving in the Department of the Army. +Figure 1-1. The Army profession 1-9. These communities of practice are trusted Army professionals—honorable servants in defense of the Nation, experts in the performance of their duties, and responsible stewards of the Army profession. The Army ethic underpins the decision and actions of all Army professionals. (See paragraph 1-44 for more on the Army ethic.) CHARACTERISTICS OF THE ARMY PROFESSION 1-10. Five characteristics identify and establish the Army as a profession. These characteristics reflect American values, the Army ethic, and the Army’s approach to conducting operations. Demonstrated consistently, these characteristics reinforce trust between the Army profession and the American people. The five characteristics of the Army profession are—  Trust.  Honorable service.  Military expertise.  Stewardship.  Esprit de corps. Trust 1-11. Trust is the foundation of the Army’s relationship …