Army Leadership and the Profession PDF (ADP 6-22) - 31 July 2019

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). 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 %\2UGHURIWKH6HFUHWDU\RIWKH$UP\ -$0(6&0&&219,//( *HQHUDO8QLWHG6WDWHV$UP\ &KLHIRI6WDII 2IILFLDO.$7+/((160,//(5 $GPLQLVWUDWLYH$VVLVWDQW WRWKH6HFUHWDU\RIWKH$UP\ DISTRIBUTION: Active Army, Army National Guard, and United States Army Reserve: 7R EH Gistributed in DFFRUGDQFHZLWKWKHLQLWLDOGLVWUXEXWLRQQXPEHU ,'1 110180,UHTXLUHPHQWVIRUADP 6-22 *ADP 6-22 Army Doctrine Publication Headquarters No. 6-22 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 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 Contents 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 ii ADP 6-22, C1 25 November 2019 Contents 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 25 November 2019 ADP 6-22, C1 iii This page intentionally left blank. 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]. 25 November 2019 ADP 6-22, C1 v 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. vi ADP 6-22, C1 25 November 2019 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. 25 November 2019 ADP 6-22, C1 vii Introduction 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. viii ADP 6-22, C1 25 November 2019 Introduction +Introductory figure 1. Logic map 25 November 2019 ADP 6-22, C1 ix This page intentionally left blank. 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, 25 November 2019 ADP 6-22, C1 1-1 Chapter 1 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 with the American people, who rely on the Army to ethically, effectively, and efficiently serve the Nation. Within the Army profession, trust is shared confidence 1-2 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership among commanders, subordinates, and partners in that all can be relied on and all are competent in performing their assigned tasks. 1-12. Trust has a direct relationship on the time and resources required to accomplish the mission. Subordinates are more willing to exercise initiative when they believe their commander trusts them. They will also be more willing to exercise initiative if they believe their commander will accept and support the outcome of their decisions. Likewise, commanders delegate greater authority to subordinates who have demonstrated tactical and technical competency and whose judgment they trust. 1-13. Trust within the Army profession allows us to rapidly task organize units and build teams where interpersonal relations are not yet established. In some situations, trust may be based solely on a common understanding of an approach to operations. This understanding creates a basic level of trust that, until proven otherwise, adjacent units or new team members will conduct operations to a common standard. 1-14. The Army’s trust with the American people reflects their confidence and faith that the Army will serve the Nation and accomplish missions ethically. This trust is earned and reinforced as the Army contributes honorable service, demonstrates military expertise, and exercises responsible stewardship. External trust with the joint force, interagency partners, allies, and coalition forces is essential for success in operations across multiple domains. 1-15. The Army profession is successful when it sustains the respect and trust of the American people. This requires that professionals perform their duty every day in a manner that the American people judge to be ethical according to the beliefs and values enshrined in the Nation’s founding documents. Trust is lost when we fail to meet these expectations. Accordingly, Army leaders establish conditions that serve to prevent misconduct or unethical practices and take corrective action when it occurs. 1-16. Army professionals protect the constitutional rights of every American and the basic human rights of all people. Any failure to respect these rights diminishes trust with the American people and with the international community. Such failure can cause great harm to the legitimacy of the Army profession and the Nation. Important insights for all Army professionals informing why and how they serve include—  The collective rights of the American people to independence and political sovereignty constitute the moral basis for the Army mission.  Protecting the Nation’s collective rights is the honorable service the Army profession provides for society.  Army professionals must not violate the rights of others, or they violate their own ethic and erode the trust and legitimacy built with the American people, allies, and partners.  The Army mission justifies the ethical application of landpower.  The moral justification for the Army mission is the basis for taking the lives of others and placing the lives of Soldiers at risk. Honorable Service 1-17. Honorable service is support and defense of the Constitution, the American people, and the national interest in a manner consistent with the Army ethic. Army professionals serve honorably by obeying the laws of the Nation and all legal orders. Army forces reject and report illegal, unethical, or immoral orders or actions. 1-18. Army professionals contribute honorable service as they accomplish the mission, perform their duty, and live their lives making ethical decisions and taking ethical actions. Living by and upholding the Army ethic means that its moral principles are woven through all facets Army life. Love of country and family, preservation of peace, and defense of the American people are values inherent to the ethos—this is why we serve. 1-19. Army professionals are committed to lifelong learning and set the example for what it means to live by and uphold the Army ethic. Conversely, misconduct undermines trust and can bring discredit to the Army profession. Moral failure compromises the Army profession’s bond of trust among its members, with the American people, and with the international community. It is an Army professional’s duty to prevent misconduct, enforce the standards of the profession, and take action to stop unethical practices. 25 November 2019 ADP 6-22, C1 1-3 Chapter 1 1-20. Soldiers in combat operations are responsible for the ethical application of lethal force in honorable service to the Nation. The law is explicit. Soldiers are bound to obey the legal and moral orders of their superiors; but they must disobey an unlawful or immoral order. Soldiers are also legally bound to report violations of the law of war to their chain of command 1-21. Under normal circumstances, Soldiers and Army civilians trust their superior’s orders and execute them to the best of their ability. However, making an ethical choice and acting on it when faced with an ethical or moral issue can be difficult. Sometimes it means standing firm and disagreeing with a leader. These occasions test character. If Army professionals perceive that an order is unlawful or immoral, they seek situational understanding regarding the order and its original intent. This may include asking for clarification from the person who issued the order. 1-22. If the question is complex, Soldiers and Army civilians should seek legal counsel. If circumstances do not permit that, Soldiers make the best judgment possible based on their understanding of the Army ethic and their conscience, as applied to the immediate situation. There is a risk when disobeying what is perceived to be an unlawful or immoral order—and it may be the most courageous decision an Army professional ever makes. 1-23. While none of us can be completely prepared for complex, ambiguous situations, we should reflect on the Army ethic, study lessons learned, anticipate ethical challenges, and mitigate the risks. It is expected that Soldiers and Army Civilians, as trusted Army professionals, will do what they believe is right. Military Expertise 1-24. Military expertise is the ethical design, generation, support, and application of landpower, and the associated capabilities essential to accomplishing missions in defense of the American people. The Army profession demonstrates military expertise while conducting operations assigned by civilian authority. The Army is trusted to accomplish missions ethically, effectively, and efficiently. The Army profession develops and demonstrates military expertise in four broad fields of knowledge:  Leader and human development.  Moral-ethical.  Geo-cultural and political.  Military-technical. Leader and Human Development 1-25. The leader and human development field informs how the Army profession inspires young people to volunteer to accept a calling to honorable service and then simultaneously develops and certifies their character, competence, and commitment. The Army personnel development system’s lifecycle management functions, including leader and professional development as well as talent management, are career-long processes centered on sequential and progressive training, education, and experience. Lifelong learning is a professional obligation for all Army professionals that includes actively offering and accepting coaching, counseling, and mentoring. Moral-Ethical 1-26. The moral-ethical field addresses the application of landpower as informed by the Army ethic and in compliance with legal and regulatory requirements. This field encompasses ethical reasoning in decisions and actions at all levels of leadership. Army professionals anticipate and address the implications of present and future ethical challenges resulting from cultural and social change, advancing technology, and changes in the cyberspace domain. Geo-Cultural and Political 1-27. The geo-cultural and political field includes cross-cultural and civil-military relations. Geographic and cultural factors at all levels of warfare require consideration during the conduct of operations. This includes understanding the philosophical, ethnic, religious, and political similarities and differences between friendly and threat forces. 1-4 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership 1-28. Senior Army leaders have a direct stewardship responsibility to strengthen trust with the American people through their professional engagement in civil-military relations. Civilian authority over the military is established and codified in our Constitution and is the mechanism by which the American people, through their elected and appointed officials, exercise oversight of the military. Army professionals understand this and appreciate the traditional role that such oversight has played throughout our history. 1-29. Final decisions and responsibility for national strategy and policy, and for the organization and resourcing of the Army rest with civilian authority. With this understanding, Army professionals have a duty to provide their unique and vital expertise to the decision making process. It is our responsibility to ensure that professional military advice is candidly and respectfully presented to civilian leaders. 1-30. The key condition for effective American civil-military relations is mutual respect and trust. With this understanding, Army professionals strictly adhere to a set of norms established by law and accepted practice:  The Army profession’s principal obligation is to support the democratic institutions and policymaking processes of our government. Military leaders offer their expertise and advice candidly to appropriate civilian leadership.  Civilian decision makers seek and consider professional military advice in the context of policy deliberations. Army professionals properly confine their advisory role to the policy-making process and do not engage publically in policy advocacy or dissent. Army professionals adhere to a strict ethic of political nonpartisanship in the execution of their duty.  The legitimacy of the Army profession depends on healthy interaction with the news media. Within the limits of operations security, Army professionals support and facilitate the media’s legitimate function to inform the citizenry we honorably serve. Military-Technical 1-31. The military-technical field includes operations at all levels of the military art and science, from the tactical to the strategic. Identification, development, and application of advanced technologies and technical capabilities to conduct operations effectively is the goal. Developing military-technical expertise is the foundation of competence, which is in turn a significant basis of professional trust within cohesive teams. Army professionals trust each other to perform their jobs absent evidence to the contrary. Stewardship 1-32. Stewardship is the responsibility of Soldiers and Army civilians to strengthen the Army as a profession. It includes caring for the people and resources entrusted to them by the American people, ensuring Army forces are ready, now and in the future, to accomplish the Army’s missions. 1-33. Stewardship requires that Army professionals understand their duty represents a trust—it is an office. This responsibility is explicit in the oaths taken by Army officers and Army civilians (and implied in the Oath of Enlistment). These oaths conclude with the language: “I will well and faithfully discharge the duties of the office upon which I am about to enter.” 1-34. The office that Army professionals enter upon taking their oath is a moral responsibility. Army professionals are stewards of a special bond of trust and confidence with the American people. The Army must always be trusted to fight and win ethically, effectively and efficiently. Members of the Army profession provide stewardship at strategic, organizational, and individual levels. 1-35. Stewardship starts at the top of a profession. Strategic stewardship includes establishing the directives, policies, programs, and systems that provide for the purposeful development of people, resource management, and preparation for the future—while preserving the customs, courtesies, and traditions of the Army. 1-36. Organizational stewardship includes establishing a professional climate that fosters living by the Army ethic, strengthens mutual trust, and fosters cohesive teamwork. Organizations must be equipped, trained, and certified for current and future missions. 1-37. Individual stewardship is the responsibility to strive continuously for excellence in the performance of duty, to pursue lifelong learning, and to accomplish every mission. 25 November 2019 ADP 6-22, C1 1-5 Chapter 1 Esprit de Corps 1-38. Esprit de corps denotes the Army’s winning spirit—a collective ethos of camaraderie, mutual trust, and cohesive teamwork. Successfully accomplishing missions requires spirited and dedicated Soldiers and Army civilians who strive for standards of excellence. Army forces embrace shared intent and situational understanding, accept prudent risk, and exercise disciplined initiative. These guiding principles, in harmony with the Army ethic, strengthen the Army’s identity, resilience, and courage—a never-quit resolve—enabling Army forces to persevere and accomplish the mission in the presence of risk, uncertainty, and fear. 1-39. Soldiers and Army civilians are led, trained, and equipped to accomplish a variety of missions. However, these preparations alone are not enough. The challenges of warfare wear on the morale of even the most experienced leaders. To persevere and prevail in these conditions require both commitment and resilience. Esprit de corps reflects the Army’s collective perseverance to accomplish the toughest missions, ethically, as a team of teams. 1-40. Esprit de corps is embedded in the Army culture, professional organizational climates, and shared identity. Esprit de corps is reflected in the customs, courtesies, and traditions of the Army. Discipline and standards are intrinsic to the Army profession. Armed forces conduct operations with the discipline required by military art and science. Discipline allows Army professionals to choose the harder right over the easier wrong in the face of temptation, obstacles, and adversity. Standards establish acceptable levels of performance and achievement; Army professionals strive for excellence in performance of duty. 1-41. For Soldiers and Army civilians, esprit de corps is reflected in—  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. 1-42. Within a unit, command, or organization, esprit de corps is evident in—  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. 1-43. The Army profession strengthens esprit de corps through—  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. +THE ARMY ETHIC 1-44. True professions are guided by an ethic that establishes the personal and institutional standards expected of its members. A professional ethic creates a shared professional identity, and provides an enduring set of moral principles, values and beliefs that guide that profession as it provides its specialized service to society. The Army ethic is the set of enduring moral principles, values, beliefs, and laws that guide the Army profession and create the culture of trust essential to Army professionals in the conduct of missions, performance of duty, and all aspects of life. 1-6 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership 1-45. The Army ethic is the basis of the Army’s shared professional identity of trusted Army professionals. This identity expresses how Army professionals view their profession and why they serve. Love of country and family, preservation of the peace, and defense of the American people and the Army Values are inherent to the Army ethic. The ethical, effective, and efficient accomplishment of the mission is the core of this ethic. Soldiers and Army civilians are bound in common moral purpose to support and defend the Constitution and the American people. 1-46. The Army ethic guides institutional policy and practice in the ethical design, generation, support and application of landpower, under civilian authority, on behalf of the American people. The relationship between the Army profession and the American people depends on mutual trust, continuously reinforced through the performance of honorable service, military expertise, and stewardship. 1-47. The Army ethic has its origins in the philosophical heritage, theological and cultural traditions, and the historical legacy that frame our Nation. Army professionals swear to uphold the principles codified in the Constitution, which include establishing justice, ensuring domestic tranquility, providing for the common defense, promoting the general welfare, and securing the blessings of liberty to ourselves and our posterity. These principles are affirmed in oaths of service, and reflected in the Army motto—This We’ll Defend. 1-48. Soldiers and Army civilians join the Army profession with personal values developed in childhood and nurtured through years of experience. Diverse backgrounds and perspectives reflect American society and are a great strength of the Army. The oath to support and defend the Constitution unites all Army professionals. In so doing, they agree to live by and uphold the Army ethic. The framework for the Army ethic (see table 1-1) illustrates the historic sources that inform its content. +Table 1-1. The framework for the Army ethic Foundations of the Army Ethic Applicable to: Legal Motivation of Compliance Moral Motivation of Aspiration Army profession United States Constitution Declaration of Independence Trust United States Code Universal Declaration of Human Rights Honorable service Uniform Code of Military Justice Just War Tradition (Jus ad Bellum) Military expertise Executive Orders Army culture of trust Stewardship Treaties, Law of Land Warfare Professional organizational climate Esprit de corps Trusted Army Oaths of Service Natural moral reason – Golden Rule professionals Standards of conduct Army Values Honorable servants Directives and policies Soldier’s and Army Civilian Corps creeds Army experts The Soldier’s Rules Justice in War (Jus in Bello) Stewards Rules of engagement The Army ethic, our professional ethic, is the set of enduring moral principles, values, beliefs, and applicable laws embedded within the Army culture of trust that motivates and guides the Army profession and trusted Army professionals in conduct of the mission, performance of duty, and all aspects of life. 1-49. The legal foundations of the Army ethic are the Constitution of the United States, United States Code, the Uniformed Code of Military Justice, and other orders and directives. Army professionals adhere to these mandates as the minimum standards for ethical conduct. 1-50. In addition to the legal foundations, the Army ethic encompasses moral foundations to include the Army Values and Just War Tradition. While the moral foundations of the Army ethic are not legally binding, they provide the inspiration to strive for excellence in contribution of honorable service to the Nation. 1-51. In situations of uncertainty, where the rules do not provide clear, courses of action, Army professionals base their decisions and actions on the moral principles of the Army ethic. In this way, Army professionals 25 November 2019 ADP 6-22, C1 1-7 Chapter 1 live by and uphold the moral foundation of the Army ethic, sustaining trust within the profession and with the American people. 1-52. Rapid changes in the nature of armed conflict present ethical challenges in accomplishing the mission. These include uncertainty and complexity, particularly within the human dimension and cyberspace domain. We must anticipate the ethical challenges associated with these conditions and be guided by the Army ethic, including Army Values (see figure 1-2). +EXPECTATIONS FOR THE ARMY PROFESSION, BASED ON OUR ETHIC 1-53. The Army’s primary roles as an element of the joint force are in the land domain. The Army’s enduring responsibility is to equip, train, and be ready to conduct operations across the range of military operations as directed by the civilian and military chains of command. 1-54. The relationship between the Army profession and the American people depends on trust, continuously reinforced through contributions of honorable service, military expertise, and stewardship. The Army profession demonstrates its commitment to fulfill this duty through esprit de corps. 1-55. The Army ethic guides the Army profession and the Army as an institution in formulating directives and policy as well as in designing and implementing programs and systems supporting—  Honorable service in defense of the Constitution and the interests of the American people.  Military expertise to accomplish the mission ethically, effectively, and efficiently.  Stewardship of the Army profession, Soldiers, Army civilians, the Army family, and the resources entrusted by the American people.  Esprit de corps to prevail through adversity to accomplish the mission.  Bonds of trust with the American people. A SHARED IDENTITY—TRUSTED ARMY PROFESSIONALS 1-56. By taking their solemn oaths of service, Army professionals voluntarily incur an extraordinary moral obligation to live by and uphold the Army ethic, including Army Values, in their decisions and actions, in all aspects of life. It is their responsibility to embrace a shared identity as trusted Army professionals. As such, they assume complementary roles. As honorable servants in defense of the Constitution, they are professionals of character. As Army experts, they are competent professionals. As responsible stewards of the Army profession, they are committed and accountable to each other, the profession, and the American people. When Army professionals return to society, they embrace the concept of Soldiers for Life, and continue to be moral-ethical exemplars for their families and communities, and contribute to the well-being of the United States of America. EXPECTATIONS FOR ARMY PROFESSIONALS, BASED ON THE ARMY ETHIC 1-57. Preservation of the peace and winning the Nation’s wars are inherent to the Army ethic and the purpose of the Army profession. The ethical, effective, and efficient accomplishment of the mission is the core of the Army ethic. Army professionals accomplish the mission as a team of Soldiers and Army civilians contributing their best effort, doing what is ethical, effective, and efficient to the best of their ability, and always striving for excellence. Leaders set the example, live by and uphold the Army ethic, establish a professional organizational climate, and inspire their team. Without leadership, there is no profession, only bureaucracy. While the senior leader is responsible for what the team does or fails to do, success demands that all perform duty with discipline and to standard. In this way, leaders and followers are trusted teammates in the exercise of mission command. The consistent demonstration of character, competence, and commitment, with shared understanding and intent, reinforces mutual trust. 1-8 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership The Army Ethic The Heart of the Army The Army ethic includes the moral principles that guide our decisions and actions as we fulfill our purpose: to support and defend the Constitution and our way of life. Living the Army ethic is the basis for our mutual trust with each other and the American people. Today our ethic is expressed in laws, values, and shared beliefs within American and Army cultures. The Army ethic motivates our commitment as Soldiers and Army civilians who are bound together to accomplish the Army mission as expressed in our historic and prophetic motto: This We’ll Defend. Living the Army ethic inspires our shared identity as trusted Army professionals with distinctive roles as honorable servants, Army experts, and stewards of the profession. To honor these obligations we adopt, live by, and uphold the moral principles of the Army ethic. Beginning with our solemn oath of service as defenders of the Nation, we voluntarily incur the extraordinary moral obligation to be: Trusted Army Professionals Honorable Servants of the Nation—Professionals of Character: We serve honorably—according to the Army ethic—under civilian authority while obeying the laws of the Nation and all legal orders; further, we reject and report illegal, unethical, or immoral orders or actions. We take pride in honorably serving the Nation with integrity, demonstrating character in all aspects of our lives. In war and peace, we recognize the intrinsic dignity and worth of all people, treating them with respect. We lead by example and demonstrate courage by doing what is right despite risk, uncertainty, and fear; we candidly express our professional judgment to subordinates, peers, and superiors. Army Experts—Competent Professionals: We do our duty leading and following with discipline, striving for excellence, putting the needs of others above our own, and accomplishing the mission as a team. We accomplish the mission and understand it may demand risking our lives and justly taking the lives of others. We continuously advance the expertise of our chosen profession through lifelong learning, professional development, and certifications. Stewards of the Army Profession—Committed Professionals: We embrace and uphold the Army Values and standards of the profession, always accountable to each other and the American people for our decisions and actions. We wisely use the resources entrusted to us, ensuring our Army is well-led and well- prepared, while caring for Soldiers, Army civilians, and families. We continuously strengthen the essential characteristics of the Army profession, reinforcing our bond of trust with each other and the American people. LOYALTY–DUTY–RESPECT–SERVICE–HONOR–INTEGRITY–COURAGE +Figure 1-2. The Army ethic, including Army Values 25 November 2019 ADP 6-22, C1 1-9 Chapter 1 1-58. Living by and upholding the Army ethic is a lifelong commitment. Reinforcing trust requires continuous professional development. This quest is a duty consistent with the Army’s shared identity. The Army ethic informs, motivates, and inspires Army professionals to—  Contribute honorable service in accomplishing the mission, performing their duty, and in all aspects of life.  Be expert in the disciplined performance of duty.  Serve as responsible stewards of the Army profession by preventing misconduct and taking action to stop unethical practices. Honorable Servants of the Nation—Professionals of Character Army professionals serve honorably—according to the Army ethic—under civilian authority while obeying the laws of the Nation and all legal orders; they reject and report illegal, unethical, or immoral orders or actions. 1-59. Army professionals volunteer and take a solemn oath to bear true faith and allegiance to the Constitution and to protect the freedoms it defines. The Army Value of loyalty clearly reflects this fact. Allegiance means willing obedience to the lawful orders of elected and appointed leaders. Army professionals demonstrate true faith in leading by example, doing their duty in taking action to uphold the moral principles of the Army ethic, and rejecting orders in violation of law. This is the meaning of honorable service. Army professionals take pride in honorably serving the Nation with integrity, demonstrating character in all aspects of their lives. 1-60. The Army profession contributes honorable service to the American people, defending the freedoms and rights as expressed in the Constitution. It accomplishes missions ethically, in accordance with the Nation’s values. American values affect every aspect of how U.S. forces fight and win. This is non- negotiable. Army professionals demonstrate the Army Value of integrity as they make decisions and take actions that are consistent with the moral principles of the Army ethic. To violate the Army ethic is to break the sacred bond of trust internally between the members of the profession, as well as externally between Army professionals and the American people. Failure to live by and uphold the Army ethic brings discredit on the Army and may have strategic implications for the mission. Army professionals recognize the intrinsic dignity and worth of all people and treat them with respect. 1-61. Army professionals treat all people with respect—an Army Value—and demonstrate proper consideration for all. Even those who threaten the rights of others are entitled to just treatment according to law, regulations, and rules of engagement. They lead by example and do what is ethical to prevent abusive treatment of others. They protect those who are threatened or suffer disregard for their human dignity and worth. They do not tolerate mistreatment of people or their property. Army professionals lead by example and demonstrate courage by doing what is ethical despite risk, uncertainty, and fear; they candidly express their professional judgment to subordinates, peers, and superiors. 1-62. Leadership demands courage, a character attribute and an Army Value. The mission, duty, and life itself require Army professionals to reject cowardice—they accept risk and overcome adversity and their fears. They realize that they risk personal harm in performing their duty and accomplishing missions. The harm may be physical, emotional, or spiritual. Nonetheless, Army professionals communicate with candor and tact, seek shared understanding, and demonstrate courage by doing what is ethical, effective, and efficient despite risk, uncertainty, and fear. 1-10 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership 1-63. Some situations exist where leaders may have multiple options that are ethical, but they create tension with one another in terms of efficiency and effectiveness. It is professional judgment gained by experience that helps inform the best decision among choices that are all ethical. Army Experts—Competent Professionals Army professionals perform their duty, leading and following with discipline, striving for excellence, putting the needs of others above their own, and accomplishing the mission as a team. 1-64. The Army Values of duty and service require Army professionals to contribute their best efforts to accomplish the mission as members of a team. They consider the welfare and needs of others above their own and in performing their duty. They make ethical, effective, and efficient decisions and take appropriate actions to the best of their ability in all aspects of life. This does not mean that they will always succeed or avoid all mistakes. Setbacks and errors will occur in any human endeavor. Army professionals learn from experience—both good and bad—develop good judgment and leadership, and strive for continuous improvement. Army professionals accomplish the mission and understand it may demand courageously risking their lives and justly taking the lives of others. 1-65. The Army mission to “fight and win our Nation’s wars” requires Army forces equipped, trained, and ready to engage in operations across multiple domains and the range of military operations. They defend the basic human rights of Americans. The right to life includes the National responsibility of self-defense. Army forces protect the legitimate interests of the American people when threatened or attacked. Army operations may require the use of armed force against legitimate threats, consistent with the Army ethic and the law of armed conflict. Employing force puts one’s self and others at risk. In the fog of war, uncertainty compromises situational understanding. Regardless, to the best of their ability, they must make decisions and take actions that are ethical, effective, and efficient. They understand there may be unanticipated, unintended consequences affecting the lives of noncombatants. They do all they can to avoid these effects. They accept prudent risk and with courage—an Army Value—accomplish the mission ethically. Army professionals continuously advance the expertise of their chosen profession through lifelong learning, professional development and our certifications. 1-66. Progressive development and certification in character, competence, and commitment for Soldiers and Army civilians is a continuous, lifelong duty. Knowledge, discipline, and leadership require training, education, experience, coaching, counseling, and mentoring. Situational understanding requires individual and collective wisdom and judgment, often under demanding, chaotic circumstances, to discern what is actually so—the truth. With shared understanding and intent, Army professionals evaluate their options, decide the best course of action, and demonstrate the Army Value of service at all times. Stewards of the Army Profession—Committed Professionals Army professionals embrace and uphold the Army Values and standards of the profession, always accountable to each other and the American people for their decisions and actions. 1-67. Every Soldier and Army civilian has the duty to be a leader, follower, and steward of the Army profession. They are accountable to the American people to make decisions and accomplish the mission in accordance with the Army ethic. They hold themselves and others accountable to achieve standards and strive for excellence. They exemplify a life-long commitment to defend the American people and secure the national interest. In demonstrating the Army Values of honor and integrity, Army professionals uphold the Army ethic and conduct themselves in a manner worthy of their professional status. 25 November 2019 ADP 6-22, C1 1-11 Chapter 1 Army professionals wisely use the resources entrusted to them, ensuring the Army is well-led and well- prepared, while caring for Soldiers, Army civilians, and families. 1-68. Soldiers and civilians are diligent and faithful guardians of the people, the resources, and the profession entrusted to their care. The privilege to lead includes the duty to professionally develop their subordinates. They teach, coach, counsel, and mentor, and willingly accept such guidance from others. They develop people and organizations—ensuring they are properly equipped, trained, and led. They are ready for the mission today and anticipate the challenges that lie ahead. They make disciplined use of materiel, facilities, and funds. In demonstrating the Army Value of service, they safeguard the health and welfare of their Soldiers, Army civilians, and families. Army professionals continuously strengthen the essential characteristics of the Army profession, reinforcing the bond of trust with each other and the American people. 1-69. While the senior leader is responsible for what the team does or fails to do, success as a profession demands that all its members perform duty with discipline and to standard. They accomplish the mission with mutual trust as a cohesive team of Soldiers and Army civilians, collectively demonstrating the characteristics of their profession and earning the trust of their fellow citizens. Within the Army, leaders set the example, reinforce the culture of trust, establish professional organizational climates, and inspire their identity as trusted Army professionals. With character, competence, and commitment they demonstrate the Army Values of honor and integrity. As responsible stewards of the Army profession, they ensure the readiness of the Army, now and for the future. THE ARMY VALUES 1-70. The Army Values embody the practical application of the Army Ethic. They encompass the enduring moral principles, beliefs, and laws that guide Army professionals in accomplishing the mission as well as their conduct in all aspects of life. 1-71. The Army Values are—  Loyalty: bear true faith and allegiance to the Constitution of the United States, the Army, your unit and other Soldiers.  Duty: fulfill your obligations.  Respect: treat people as they should be treated.  Selfless service: put the welfare of the nation, the Army, and your subordinates before your own.  Honor: live up to the Army Values.  Integrity: do what is right, legally and morally.  Personal courage: face fear, danger, or adversity. 1-72. All members aspire to achieve the Army Values professionally and personally. The Army Values are a compass needle, always pointing toward what the Nation demands of its Army. Often, the Army is the face of the Nation abroad. During conflict, the Army employs lethal violence in accordance with the law of armed conflict and rules of engagement under the most demanding conditions. This is an enormous responsibility and the people of the United States require the Army to adhere to its values and represent its interests across the range of military operations and the competition continuum. See chapter 2 for a detailed discussion of the Army Values. 1-12 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership Army Oaths Oath of Enlistment I do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God. Oath of Office for commissioned officers and DA Civilians I do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God. ARMY LEADERSHIP 1-73. The Army experience over more than two centuries is that most people have leadership potential and can learn to be effective leaders. The ability to influence others is a central component of leadership. As a result, leader development has long been an Army priority (see FM 6-22 for more information regarding leader development). This development begins with education, training, and experience, and requires understanding about what Army leaders do and why 1-74. Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. Leadership as an element of combat power, coupled with information, unifies the warfighting functions (movement and maneuver, intelligence, fires, sustainment, protection and command and control). Leadership focuses and synchronizes organizations. Leaders inspire people to become energized and motivated to achieve desired outcomes. An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. INFLUENCING 1-75. Influencing is persuading people do what is necessary. Influencing entails more than simply passing along orders. Through words and personal example, leaders inspire purpose, provide direction, and when required motivation. PURPOSE 1-76. Leaders provide clear purpose for their subordinates. Purpose gives subordinates a reason to achieve a desired outcome. Leaders convey purpose through direct means such as requests, directives, or orders. Leaders inspire subordinates to do their best by instilling a higher purpose that rises above self-interest. They explain why something should or must be done and provide context whenever possible. Subordinates who understand why they are doing something difficult and discern the higher purpose are more likely to do the right thing when leaders are not present to direct their every action. DIRECTION 1-77. Direction is telling others what to do. Providing effective direction requires that leaders communicate the desired end state for the direction they provide. To accomplish a mission, leaders prioritize tasks, assign responsibility, supervise, and ensure subordinates perform to standard. They ensure subordinates clearly understand their guidance, while allowing subordinates the opportunity to demonstrate initiative within the overall commander's intent. Providing clear direction allows subordinate initiative to adapt their tasks within the commander’s intent when circumstances change. 25 November 2019 ADP 6-22, C1 1-13 Chapter 1 1-78. The Army requires leaders who provide direction and subordinates who can execute without the need for continuous guidance. The Army needs leaders who understand, train, and employ mission command during the course of their duties. Mission command is the Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation (ADP 6-0). Mission command recognizes that no single person in an organization or unit can make every important decision at every critical moment, nor can a single person keep up with the number of simultaneous decisions organizations require during combat or other time-constrained environments. See ADP 6-0 for further discussion about mission command. MOTIVATION 1-79. Motivation is the will and initiative to do what is necessary to accomplish a mission. While motivation comes from within, others’ actions and words affect it. A leader’s role in motivation is at times to understand others’ needs and desires, to align and elevate individual desires into team goals, and to inspire others to accomplish those larger goals, even if it means risking their lives. At other times, such as time constrained or dangerous situations, the leader gets subordinates to do things quickly and explain the reasons why later. 1-80. Indirect approaches to motivation can be as successful as direct approaches. Setting a personal example can sustain the drive in others. This becomes apparent when leaders share hardship and risk with subordinates. Leaders who personally share hardship and risk demonstrate to subordinates that they are invested in the outcome and willing and able to do what they ask subordinates to do. Indirect approaches such as these build confidence about the judgment, commitment, and attitude of the leader. 1-81. How leaders motivate others matters. There are practices that are always positive, while others are good or bad depending on the context of the situation. There are those who can inspire others to act because they respect the leader’s judgment, respect that the leader earned. Earning this type of personal respect takes time, so leaders may need to motivate others initially based upon the authorities and respect inherent in their duty position. In either case, leaders should be judicious about using pressure or threat of punishment when motivating others, because doing so too often or when unnecessary breeds resentment and low morale. Aspiring leaders observe many different methods others use to motivate subordinates, and should remember and practice those that were most effective while avoiding those that negatively affected an organization. Colonel Robert B. Nett Near Cognon, Leyte, Philippine Islands—14 December 1944 Then-Lieutenant Nett commanded Company E, 305th Infantry during an attack against a reinforced enemy battalion, which had held up the American advance for two days from entrenched positions. With another infantry company and armored vehicles, Company E advanced against heavy machinegun and small arms fire with LT Nett spearheading the assault. During fierce hand-to-hand encounters, he killed seven Japanese and, although seriously wounded, led his men forward, refusing to relinquish command. He was severely wounded again, but, unwilling to retire, pressed ahead with his troops to assure capture of the objective. Wounded again in the final assault, he arranged for the resumption of the advance before turning over his command, then walked unaided to the rear for medical treatment. LT Nett’s remarkable courage in continuing to lead through sheer determination despite successive wounds, LT Nett provided an inspiring example for his company and was instrumental in the capture of a vital strongpoint. For this action, he received the Medal of Honor. 1-14 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership ARMY LEADERSHIP REQUIREMENTS MODEL 1-82. The leadership requirements model is grounded in historical experience and determinations of what works best for the Army. Army research supports the model’s completeness and validity. The model identifies core competencies and attributes applicable to all types and echelons of Army organizations. The model conveys expectations and establishes the capabilities needed of all Army leaders regardless of rank, grade, uniform, or attire. Collectively, the leadership requirements model is a significant contributor to individual and unit readiness and effectiveness. 1-83. As a common leadership model for the Army, the leadership requirements model aligns expectations with leader development activities and personnel management practices and systems. Understanding the expectations and applying the attributes and competencies prepares leaders for the situations they are most likely to encounter. The model informs leaders of the enduring capabilities needed regardless of echelon, mission, or assignment. All model components are interrelated and relate to the Department of Defense (DOD) civilian leader development framework found in DODI 1430.16. 1-84. The model’s components center on what a leader is (attributes—BE and KNOW) and what a leader does (competencies—DO). A leader’s character, presence, and intellect enable them to apply the core leader competencies and enhance their proficiency. Leaders who gain expertise through operational assignments, institutional learning, and self-development will be versatile enough to adapt to most situations and grow into greater responsibilities. Figure 1-3 illustrates the framework. 1-85. A major distinction between the attributes and competencies of the leadership requirements model is that competencies are skills that can be trained and developed while attributes encompass enduring personal characteristics, which are molded through experience over time. A Soldier can be trained to be an effective machine gunner, but may not necessarily be a brave machine gunner without additional experience. Every educational, operational, and self-development event is an opportunity for observation, feedback, and reflection. Figure 1-3. The Army leadership requirements model 25 November 2019 ADP 6-22, C1 1-15 Chapter 1 CORE LEADER ATTRIBUTES 1-86. Attributes are characteristics internal to a leader. These affect how an individual behaves, thinks, and learns within certain conditions. Strong character, solid presence, and keen intellect enable individuals to perform the core leader competencies with greater effect. The three categories of core attributes are—  Character: the moral and ethical qualities of the leader.  Presence: characteristics open to display by the leader and open to viewing by others.  Intellect: the mental and social abilities the leader applies while leading. CORE LEADER COMPETENCIES 1-87. The core leader competencies are actions that the Army expects leaders to do: lead, develop, and achieve. Competencies provide an enduring, clear, and consistent way of conveying expectations for Army leaders. The core competencies are universal for all Army leaders. The core competency categories are—  Leads: provides purpose, direction, and motivation; builds trust; provides an example; communicates.  Develops: develops themselves, creates a positive climate, develops subordinates, and stewards the profession.  Achieves: executes, adjusts, and gets results to accomplish tasks and missions on time and to standard. 1-88. The core leader competencies make up a core set. Figure 1-4 depicts similarities and distinctions among core leader competencies, demonstrates how competencies fall into three categories and that each represents different leader actions. For instance, Army leaders are expected to develop themselves (prepares self), develop others, ensure unit readiness (create a positive environment) and sustain the Army as a whole (stewards the profession). Figure 1-4. Navigating leader competencies 1-16 ADP 6-22, C1 25 November 2019 The Army Profession, Ethic, and Leadership DYNAMICS OF LEADERSHIP 1-89. The most effective leaders adapt their approach to the mission, the organization, and the situation. A division commander addressing brigade commanders before conducting large-scale combat operations leads and communicates differently than a drill sergeant training new recruits in basic training. Constant change affects peacetime and combat operations. Personnel change out. Timelines move. Anticipated resources do not materialize. Adversaries do what was least expected. Weather keeps CAS assets grounded. Commanders, leaders, and staffs plan for possible changes and continually monitor progress to engage as needed. Leaders account for the important factors affecting the dynamics of leadership. Three consistent factors are—  The leader.  The led.  The situation. THE LEADER 1-90. An Army leader influences others to accomplish missions. A leader has the opportunity to lead when assigned responsibility, assuming a role, or being an informal leader within a team. Leaders motivate people both inside and outside the chain of command toward action or to change their thinking when appropriate. Formally or informally, regardless of position or rank, all Army members can find themselves in situations to lead and influence others. Leaders who adapt their actions based on the dynamics of a situation achieve the best possible outcomes. Leaders take into account the level of their experience or skill, and their authority. 1-91. Everyone has an identity or a way they see themselves. Leaders internalize the roles, responsibilities, and actions that they understand of a leader to be, know, and do. Leaders who are unsure of themselves filling the role of a leader will be limited until they have confidence. Without a clear leader identity, others will question the type of leader they are, what they stand for, and the way they conduct themselves. What a leader believes about their role as a leader serves as a constant guide to behave as a leader of good character. Practice identifying as a leader—doing the right things in the right way—becomes habitual and helps junior personnel along the path to becoming seasoned, effective leaders. 1-92. Self-awareness is fundamental to understanding one’s abilities. Leaders should know their strengths and weaknesses: what they do or do not know, what they are or are not skilled at, and what is in their span of control. Even though they should be self-aware, not all leaders are. Leaders vary in their proficiency levels in attributes and competencies and their preparation for each situation. Leaders require self-awareness if they are to accurately assess their own experience and competence as well as earn the trust of those they influence. Being self-aware means seeing one’s self as viewed by others and understanding the levels of influence one is likely to have with followers. For instance, a newly assigned company commander understands that participating with Soldiers on a 12-mile ruck-march builds subordinates’ respect for the leader and builds the leader’s credibility with them. Awareness allows one to adjust one's leadership actions in the moment and know what areas to improve for the future. 1-93. Leaders have different responsibilities and authorities that can vary with duty positions and missions. Authority to lead is either formally derived from rank or position or is informal, such as when influencing peers or coalition partners. Formal authority allows use of commitment and compliance through the methods of influence (see chapter 5). Informal authority primarily relies on obtaining commitment from others. Formal Leadership 1-94. Formal leadership authority is granted to individuals by virtue of assignment to positions of responsibility, according to their rank and experience. The Uniform Code of Military Justice supports military leaders in positions of legitimate authority. Formal leaders exercise their authority over subordinates through lawful orders and directives. An Army leader operates with clear expectations regarding conduct so that indiscipline does not jeopardize mission success. Leaders, through formally assigned authorities and clearly communicated standards, are responsible for ensuring adherence to standards, policies, and codes. Team leaders, squad leaders, platoon leaders, staff officers, commanders, and civilian supervisors are all examples of leaders in positions with formal designations of authority. 25 November 2019 ADP 6-22, C1 1-17 Chapter 1 1-95. Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment (JP 1). Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. Command also includes responsibility for health, welfare, morale, and discipline of assigned personnel. 1-96. In Army organizations, commanders establish standards and policies for achieving and rewarding exemplary performance, as well as for punishing misconduct. Military commanders enforce lawful orders under the Uniform Code of Military Justice. Consequently, commanders' personalities profoundly affect organizations. The Army expects leaders selected for command to lead beyond mere exercise of formal authority. They lead by example and serve as role models. Their personal example and actions carry tremendous weight. 1-97. Command is personal. In Army regulations and doctrine, an individual, not an institution or group, is given the authority to command. The legal and ethical responsibilities of a commander exceed those of any other leader of similar rank serving in a staff position or as a civilian manager. The relationships among commanders and subordinate officers, noncommissioned officers, enlisted Soldiers, and DA Civilians is distinct. Those not in command must understand that the commander alone is responsible for what their command does or fails to do. Subordinates have the responsibility to support the commander’s intent for their command, unit, or organization. Informal Leadership 1-98. Informal leadership exists throughout organizations and plays an important role in mission accomplishment. 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. Informal leadership occurs when someone takes the initiative to assume responsibility for action in a situation, takes charge when no formal leader is present, or to make formal leaders aware of something they need to know. Informal leaders contribute to team success. 1-99. Informal networks arise both inside and outside organizations. These informal networks include the noncommissioned officer (NCO) support channel. To build cohesive teams, leaders interact with both formal and informal teams, including the traditional chain of command and technical channels combining commanders and staff officers. The collaboration of first sergeants within a battalion is also an example of an informal network. Informal networks that operate in support of organizational goals are a force multiplier. Conversely, informal networks that operate at cross-purposes to the chain of command are destructive to an organization and intolerable. THE LED 1-100. The led are an important factor in leadership. Leaders, who consider their strengths along with subordinates’ capabilities and the situational demands of missions, create the best chance at accomplishing tasks and missions. Inexperienced subordinates and those with limited competence require greater oversight and control. Seasoned, competent subordinates require less oversight and control. 1-101. Experience, competence, and commitment of those led vary with the mission and situation. For example, people with significant combat experience may be overly capable to perform a mission, but their commitment may lag if they do not consider the mission worth risking life or limb. Commitment varies with trust in the leader directing the mission. Trust between the leader and the led can vary across situations. A leader applies greater control over some subordinates than others. Generally, when subordinates have greater levels of expertise and commitment, leaders trust and empower them. 1-102. Every Army leader is a subordinate to someone, so all leaders are also followers. Each Soldier and DA Civilian begins service by swearing an oath of service that subordinates him or her to the Nation’s civilian leadership (see page 1-3). This obligation remains throughout a career regardless of position or rank attained. Effective Army organizations depend on the willingness of their leaders and their subordinates to serve faithfully and competently in both leadership and followership roles. 1-18 ADP 6-22, C1 25 November 2019

Army Leadership and the Profession PDF (ADP 6-22) - 31 July 2019

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