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1-page Summary Direct Level Leadership

Please see attached instructions. I also attached what is direct level leadership.

 

Direct Level Leadership

Direct Level Leadership

Direct leadership is face-to-face, first-line leadership. Subordinates of direct leaders see their leaders all the time at the team, squad, section, platoon, department, company, battery, and troop level. The direct leader may command anywhere from a handful to several hundred people. Direct leaders influence their subordinates one-on-one, but may still guide the organization through subordinate officers and NCOs. For instance, a company commander is close enough to the Soldiers to exert direct influence when observing training or interacting with subordinates during other scheduled functions. Direct leaders quickly see what works, what doesn't work, and how to address problems.

Direct leaders generally experience more certainty and less complexity than organizational and strategic leaders. Mainly, they are close enough to the action to determine or address problems.

Examples of direct leadership tasks are monitoring and coordinating team efforts, providing clear and concise mission intent, and setting expectations for performance. Most NCOs, company grade officers, and Army Civilian leaders serve at the direct leadership level.

Army Leadership Requirement’s Model

The Army exists to serve the American people, to protect enduring national interests and to fulfill the nation’s military responsibilities. This requires values-based leadership, impeccable character, and professional competence. The requirements are for leaders at all levels and are common to all cohorts. The model informs leaders of the enduring capabilities needed regardless of the level of leadership, mission, or assignment.

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Army Leadership Requirement’s Model

The model’s components center on what a leader is (attributes) and what a leader does (competencies). The leader’s character, presence, and intellect enable the leader to master the core leader competencies. The Army leader is responsible to lead others; to develop the environment, themselves, others, and the profession as a whole; and to achieve organizational goals.  Effective leadership and leader development require mutual recognition and acceptance of leader and follower roles. Leadership is a reciprocal influence process between leaders and followers

 

Attributes

 

 Attributes describe how an individual behaves and learns within an environment. The leader attributes are character, presence, and intellect. These attributes represent the values and identity of the leader (character) with how the leader is perceived by followers and others (presence), and with the mental and social faculties the leader applies in the act of leading (intellect). Character, a person’s moral and ethical qualities, helps a leader determine what is right and gives a leader motivation to do what is appropriate, regardless of the circumstances or consequences.  Actions, words, and the manner in which leaders carry themselves convey presence. Presence is not just a matter of showing up; it involves the example that the leader projects to inspire others to do their best and follow their lead. An Army leader’s intelligence draws from conceptual abilities and is applied to one’s duties and responsibilities. Conceptual abilities enable effective problem-solving and sound judgment.

 

Core Leader Competencies

 

Leader competence develops from a balanced combination of institutional education, self development, realistic training, and professional experience. Building competence follows a systematic and gradual approach, from mastering individual competencies, to applying them in concert and tailoring them to the situation at hand. Leading people by giving them a complex task helps them develop the confidence and will to take on progressively more difficult challenges.  Competencies provide a clear and consistent way of conveying expectations for Army leaders.  Current and future leaders want to know how to be successful leaders. The core leader competencies apply across all levels of leader positions and throughout careers, providing a good basis for evaluation and focused multisource assessment and feedback. A spectrum of leaders and followers (superiors, subordinates, peers, and mentors) can observe and assess competencies demonstrated through behaviors.

 

Leader competencies can be developed. Leaders acquire the basic competencies at the direct

leadership level. As the leader moves to organizational and strategic level positions, the competencies provide the basis for leading through change. Leaders continuously refine and extend the ability to perform these competencies proficiently and learn to apply them to increasingly complex situations.  Performing missions develops, sustains, and improves these competencies. Leaders do not wait until deployments to develop their leader competencies. They use every training opportunity to assess and improve their ability to lead.  To improve their proficiency, Army leaders can take advantage of chances to learn and gain experience in the leader competencies. They should look for new learning opportunities, ask questions, seek training opportunities, conduct self-assessments, and request performance critiques. This lifelong

approach to learning ensures leaders remain viable as professionals

Army Leadership Levels

The illustration below shows the three levels of Army leadership: direct, organizational, and strategic. Factors determining a position’s leadership level can include the position’s span of control, its headquarters level, and the degree of control exerted or autonomy granted by the leader holding the position. Other factors include the size of the unit or organization, the type of operations it conducts, and its planning horizon.

FIG 1-2 (Leadership Levels)

Most NCOs, company grade officers, and Army Civilian leaders serve at the direct leadership level.  Some senior NCOs, most field grade officers, and higher-grade Army Civilians serve at the organizational leadership level. Primarily, general officers and equivalent senior executive service Army Civilians serve at the organizational or strategic leadership levels.

 

Often, the rank or grade of the leader holding a position does not indicate the position’s leadership level. A sergeant first class serving as a platoon sergeant works at the direct leadership level. If the same NCO holds a headquarters job dealing with issues and policy affecting a brigade-sized or larger organization, that NCO works at the organizational leadership level. However, if the sergeant’s primary duty is running a staff section that supports leaders who run the organization, the NCO is a direct leader.

 

It is important to realize that the headquarters echelon alone does not determine a position’s

leadership level. For example, leaders of all ranks and grades serve in strategic-level headquarters, but they are not all strategic-level leaders. Likewise, an Army Civilian at a range control facility with a dozen subordinates works at the direct leadership level. An Army Civilian deputy garrison commander with a span of influence over several thousand people is an organizational-level leader.

Direct level leadership

Direct leadership is face-to-face or first-line leadership. It generally occurs in organizations where subordinates see their leaders all the time: teams, squads, sections, platoons, departments, companies, batteries, and troops. The direct leader’s span of influence may range from a few to dozens of people. Direct leaders develop their subordinates one-on-one and influence the organization indirectly through their subordinates. For instance, a company commander is close enough to the Soldiers to exert direct influence when observing training or interacting with subordinates during other scheduled functions. 

Direct leaders generally experience more certainty and less complexity than organizational and strategic leaders. Mainly, they are close enough to the action to determine or address problems. Examples of direct leadership tasks are monitoring and coordinating team efforts, providing clear and concise mission intent, and setting expectations for performance

Organizational Leadership

Organizational leaders influence several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates and staffs than do direct leaders. The additional levels of subordinates can make it more difficult for them to see and judge immediate results. Organizational leaders have staffs to help them lead their people and manage their organizations’ resources. They establish policies and the organizational climate that support their subordinate leaders. 

 

Organizational leaders generally include military leaders at the battalion through corps levels, military and civilian leaders at directorate through installation levels, and Army Civilians at the assistant through undersecretary of the Army levels. Their planning and focus generally ranges from two to ten years. Some examples of organizational leadership are setting policy, managing multiple priorities and resources, or establishing a long-term vision and empowering others to perform the mission. 

 

While the same core leader competencies apply to all levels of leadership, organizational leaders usually works with more complexity, more people, greater uncertainty, and a greater number of unintended consequences. Organizational leaders influence people through policymaking and systems integration in addition to face-to-face contact.  Getting out of the office and visiting remote parts of their organizations is important for organizational leaders. They make time to verify if their staff’s reports and briefings match their own perceptions of the organization’s progress toward mission accomplishment. Organizational leaders use personal observation and visits by designated staff members to assess how well subordinates understand the commander’s intent and to determine if there is a need to reinforce or reassess the organization’s priorities.

Strategic Leadership

Strategic leaders include military and civilian leaders at the major command through Department of Defense levels.  Strategic leaders are responsible for large organizations and influence several thousand to hundreds of thousands of people. They establish force structure, allocate resources, communicate strategic vision, and prepare their commands and the Army for future roles.  Strategic leaders work in ambiguous environments that present highly complex problems affecting or affected by events and organizations outside the Army. The actions of a combatant commander often have critical impacts on global politics. They command very large, joint organizations with broad, continuing missions. (JP 3-0 discusses combatant commands.).  Strategic leaders apply all core leader competencies they acquired as direct and organizational leaders, while further adapting them to the more complex realities of their strategic environment.

 

Strategic leader decisions must consider congressional hearings, Army budgetary constraints, new systems acquisition, civilian programs, research, development, and inter-service cooperation.  Strategic leaders, like direct and organizational leaders, process information quickly, assess alternatives based on incomplete data, make decisions, and generate support. However, strategic leaders’ decisions can affect more people, commit more resources, and have wider-ranging consequences in space, time, and political impact, than those of organizational and direct leaders.  Strategic leaders are important catalysts for change and transformation. Because they follow a long term approach to planning, preparing, and executing, they often do not see their ideas come to fruition during their limited tenure.

 

The Army’s transformation to more flexible, more rapidly deployable, and more lethal unit configurations, such as brigade combat teams, is a good example of long-range strategic planning. While the Army relies on many leadership teams, it depends predominantly on organizational leaders to endorse the long-term strategic vision to reach all of the Army. Because they exert influence primarily through staffs and trusted subordinates, strategic leaders must develop strong skills in selecting and developing talented and capable leaders for critical duty positions.

Army Leader Attributes

Character

Character, comprised of a person’s moral and ethical qualities, helps determine what is right and

gives a leader motivation to do what is appropriate, regardless of the circumstances or consequences. An informed ethical conscience consistent with the Army Values strengthens leaders to make the right choices when faced with tough issues. Army leaders must embody these values and inspire others to do the same.  Character is essential to successful leadership. It determines who people are, how they act, helps determine right from wrong, and choose what is right. Elements internal and central to a leader’s core are—

 

   Army Values

   Empathy

   Warrior Ethos and Service Ethos

   Discipline

 

Army Values:

 

Soldiers and Army Civilians enter the Army with personal values developed in childhood and

nurtured over years of personal experience. By taking an oath to serve the nation and the institution, one agrees to live and act by a new set of values—Army Values. The Army Values consist of the principles, standards, and qualities considered essential for successful Army leaders. They are fundamental to helping Soldiers and Army Civilians make the right decision in any situation. Teaching values is an important leader responsibility by creating a common understanding of the Army Values and expected standards

Empathy

Army leaders show empathy when they genuinely relate to another person’s situation, motives, and feelings. Empathy does not necessarily mean sympathy for another, but identification that leads to a higher state of emotional intelligence and deeper understanding for other’s needs.  Empathy allows the leader to anticipate what others are experiencing and to try to envision how decisions or actions affect them. Leaders with a strong tendency for empathy can apply it to understanding Army Civilians, Soldiers and their families, local populations, and enemy combatants. The ability to see something from another person’s point of view, to identify with, and enter into another person’s feelings and emotions, enables the Army leader to better interact with others.

The Warrior and Service Ethos

The Warrior Ethos refers to the professional attitudes and beliefs that characterize the American

Soldier. It reflects a Soldier’s selfless commitment to the nation, mission, unit, and fellow Soldiers. Army Civilians, while not warfighters, embody the principles of the Warrior Ethos through a service ethos that suffuses their conduct of duty with the same attitudes, beliefs, and commitment. The Warrior Ethos is developed and sustained through discipline, commitment to the Army Values, and pride in the Army’s heritage. Lived by Soldiers and supported by Army Civilians, the Warrior Ethos is the foundation for the winning spirit that permeates the institution.

Discipline

Discipline at the individual level is primarily self-discipline, the ability to control one’s own

behavior. Discipline expresses what the Army Values require—willingly doing what is right.

Discipline is a mindset for a unit or an organization to practice sustained, systematic actions to reach and sustain a capability to perform its military function. Often this involves attending to the details of organization and administration, which are less urgent than an organization's key tasks, but necessary for efficiency and long-term effectiveness. Examples include an effective Command Supply Discipline Program, Organizational Inspection Programs, and training management.

Presence

The impression a leader makes on others contributes to his success in leading them. This impression is the sum of a leader’s outward appearance, demeanor, actions, and words.

Leaders illustrate care through their presence. There is no greater inspiration than leaders who routinely share in team hardships and dangers. Being where subordinates perform duties allows the leader to have firsthand knowledge of the real conditions Soldiers and Army Civilians face. Presence is a critical attribute leaders need to understand. It is not just a matter of showing up; actions, words, and the manner in which leaders carry themselves convey presence. A leader’s effectiveness is dramatically enhanced by understanding and developing the following areas—

 

   Military and professional bearing: projecting a commanding presence, a professional image of authority.

   Fitness: having sound health, strength, and endurance, which sustain emotional health and

conceptual abilities under prolonged stress.

   Confidence: projecting self-confidence and certainty in the unit’s ability to succeed in whatever it does; able to demonstrate composure and outward calm through steady control over emotion.

   Resilience: the psychological and physical capacity to bounce back from life’s stressors repeatedly to thrive in an era of high operational tempo.

Military and Professional bearing

Army leaders are expected to look and act as professionals. Soldiers and Army Civilians displaying an unprofessional appearance do not send a message of professionalism. Skillful use of professional bearing—fitness, courtesy, and proper military appearance—can help overcome difficult situations. A professional appearance and competence command respect.

Fitness

Unit readiness begins with physically fit Soldiers and leaders; operations drain physically, mentally, and emotionally. Physical fitness, while crucial for success in battle, is important for all members of the Army team, not just Soldiers. Physically fit people feel more competent and confident, handle stress better, work longer and harder, and recover faster. These attributes provide valuable payoffs in any environment.  The physical demands of leadership, deployments, and continuous operations can erode more than physical attributes. Physical fitness and adequate rest support cognitive functioning and emotional stability, both essential for sound leadership. If not physically fit before deployment, the effects of additional stress compromise mental and emotional fitness as well. Operations in difficult terrain, extreme climates, and high altitude require extensive physical conditioning; once in the area of operations there must be continued

efforts to sustain physical readiness

Confidence

Confidence is important for leaders and teams. Confidence is the faith leaders place in their abilities to act properly in any situation, even under stress or with little information. Self-confidence grows from professional competence. The confidence of an effective leader is contagious and permeates the entire organization. Confident leaders help Soldiers control doubt while reducing team anxiety. Excessive confidence can be as detrimental as too little confidence. Both extremes impede learning and adaptability.

Resilience

Resilient leaders can recover quickly from setbacks, shock, injuries, adversity, and stress while

maintaining their mission and organizational focus and they foster this capacity in followers. Resilient leaders learn and grow from those situations, incorporating changes into positive outcomes for mission accomplishment. Resilience helps leaders and their organizations to carry-out difficult missions to conclusion.  Resilience and the will to succeed help leaders during adversity. Competence and knowledge guide the energies of a strong will to pursue courses of action that lead to success.

 

Leaders instill resilience and a winning spirit in subordinates though leading by example and with tough and realistic training.  Resilience is essential when pursuing mission accomplishment. Regardless of the working conditions, a strong personal attitude helps prevail over adverse external conditions. All Army members will experience situations when it would seem easier to accept defeat rather than finish the task. During those times, everyone needs an inner source of energy to press on to mission completion. When things go badly, a leader must draw on inner reserves to persevere.

Intellect

An Army leader’s intellect draws on the mental tendencies and resources that shape conceptual

abilities applied to one’s duties and responsibilities. Conceptual abilities enable effective problem solving and sound judgment before implementing concepts and plans. They help one think creatively and reason analytically, critically, ethically, and with cultural sensitivity to consider unintended as well as intended consequences. Leaders must anticipate the second- and third-order effects of their actions.  The conceptual components affecting an Army leader’s intellect include—

 

   Mental agility

   Sound judgment

   Innovation

   Interpersonal tact

   Expertise

Mental Agility

Mental agility is a flexibility of mind, an ability to anticipate or adapt to uncertain or changing

situations. Agility enables thinking through second- and third-order effects when current decisions or actions are not producing the desired results. Mental agility provides organizations with operational adaptability to develop situational understanding to seize, retain, and exploit the initiative. Mental agility relies upon inquisitiveness and the ability to reason critically. inquisitive leaders are eager to understand a broad range of topics and keep an open mind to multiple possibilities before reaching an optimal solution. Critical thinking is a thought process that aims to find facts, to think through issues, and solve problems. Central to decision making, critical thinking enables understanding of changing situations, arriving at justifiable conclusions, making good judgments, and learning from experience.

Sound Judgment

Judgment requires the capacity to assess situations shrewdly and to draw rational conclusions.

Consistent good judgment enables leaders to form sound opinions and make reliable estimates and sensible decisions. Leaders acquire experience through trial and error and by observing others. Learning from others can occur through mentoring and coaching by superiors, peers, and even subordinates.  Judgment contributes to an ability to determine possible courses of action and decide what action to take. Before choosing, leaders consider the consequences. Some sources that aid judgment are senior leaders’ intents, desired outcomes, laws, regulations, experience, and values. Good judgment includes the ability to assess subordinates, peers, and the enemy for strengths and weaknesses to create appropriate solutions and action. Like mental agility, it is a critical part of problem solving and decision making.

Innovation

Innovation describes the ability to introduce something new when needed or as opportunities exist.  Innovative leaders tend to be inquisitive and good problem solvers. Being innovative includes creativity in producing original and worthwhile ideas. Leaders should seize such opportunities to think creatively and to innovate. A key concept for creative thinking is developing new ideas and approaches to accomplish missions. Creative thinking uses adaptive approaches (drawing from previous circumstances) or innovative approaches (developing completely new ideas).  Leaders think creatively to adapt to new environments. Innovative leaders prevent complacency by finding new ways to challenge subordinates with forward-looking approaches and ideas. To be innovators, leaders rely on intuition, experience, knowledge, and input from subordinates. Innovative leaders reinforce team building by making everybody responsible for, and stakeholders in the innovation process.

Interpersonal Tact

Effectively interacting with others depends on knowing what others perceive. It relies on accepting the character, reactions, and motives of oneself and others. Interpersonal tact combines these skills, along with recognizing diversity and displaying self-control, balance, and stability in situations.

Expertise

Expertise is the special knowledge and skill developed from experience, training, and education.

Domain knowledge is what leaders know about application areas used in their duties and positions. Leaders create and use knowledge in at least four domains. Tactical knowledge relates to accomplishing a designated objective through military means. Technical knowledge consists of the specialized information associated with a particular function or system. Joint knowledge is an understanding of joint organizations, their procedures, and roles in national defense within the JIIM environment. Cultural and geopolitical knowledge is awareness of cultural, geographic, and political differences and sensitivities.

Army Leader Competencies

Leads

Leads Others

Army leaders apply character, presence, and intellect to the core leader competencies while guiding others toward a common goal and mission accomplishment. Direct leaders influence others person-to person, such as a team leader who instructs, encourages hard work, and recognizes achievement.  Organizational and strategic leaders guide their organizations using indirect means of influence. At the direct level, a platoon leader knows what a battalion commander wants done, because the lieutenant understands the commander’s intent two levels up. The intent creates a critical link between the organizational and direct leadership levels. At every level, leaders take advantage of formal and informal processes to extend influence beyond the traditional chain of command. 

 

All of the Army’s core leader competencies, especially leading others, involve influence. The motivation behind influence should align to the mission of the organization and of those influenced.  Positive and genuine intentions are more likely to produce successful outcomes. Army leaders can draw on a variety of methods to influence others and can use one or more methods to fit to the specifics of any situation. These outcomes range from obtaining compliance to building commitment to achieve.  Compliance is the act of conforming to a requirement or demand. Commitment is willing dedication or allegiance to a cause or organization. Active opposition to influence denotes resistance.

Builds Trust

Trust enables influence and mission command. When high levels of trust exist, people are more

willing and naturally accepting of influence and influence is more likely to occur in multiple directions. Trust encompasses reliance upon others, confidence in their abilities, and consistency in behavior. Trust builds over time through mutual respect, shared understanding, and common experiences. Communication contributes to trust by keeping others informed, establishing expectations, and developing commitments. Sustaining trust depends on meeting those expectations and commitments. Leaders and subordinates earn or lose trust through everyday actions and attitudes.

 

It is important for leaders to promote a culture and climate of trust. To establish trust, leaders create a positive command climate that fosters trust by identifying areas of common interest and goals. Teams develop trust through cooperation, identification with other members, and contribution to the team effort.  Leaders build trust with their followers and those outside the organization by adhering to the leadership competencies and demonstrating good character, presence, and intellect. Leaders need to be competent and have good character to be trusted.  Failure to cultivate a climate of trust or a willingness to tolerate discrimination or harassment on any basis erodes unit cohesion and breaks the trust subordinates have for their leaders. Unethical behavior, favoritism, personal biases, and poor communication skills erode trust. Broken trust often creates suspicion, doubt, and distrust. Restoring broken trust is not a simple process – it requires situational awareness and significant effort on the part of all parties affected.

Extends Influence Beyond the Chain of Command

While Army leaders traditionally exert influence within their unit and its established chain of command, multi-skilled leaders must be capable of extending influence to others beyond the chain of command. Extending influence beyond the chain of command is the second leader competency. In today’s politically- and culturally-charged operational environments, even direct leaders may work closely with unified action partners, the media, local civilians, political leaders, police forces, and nongovernmental agencies. Extending influence requires special awareness about the differences in how influence works.  When extending influence beyond the traditional chain of command, leaders often have to influence without authority designated or implied by rank or position. Civilian and military leaders often find themselves in situations where they must build informal teams to accomplish organizational tasks. Leaders

must engage and communicate via multiple means (face-to-face, print media, broadcast media, social media, and other emerging collaboration technologies) to influence the perceptions, attitudes, sentiments, and behaviors of key actors and agencies. Leaders establish themes and messages and may personally engage key players to ensure the themes and messages are transmitted and received as intended.  The key element of extending influence and building teams is the creation of a common vision among prospective team members. A unique aspect of extending influence is that those who are targets of influence outside the chain may not even recognize or willingly accept the authority of an Army leader.  Often informal teams develop in situations where there are no official chains of authority. In some cases, it may require leaders to establish their credentials and capability for leading others. At other times, leaders may need to interact as a persuasive force but not from an obvious position and attitude of power.

Leads by Example

Leaders operate on instinct that has evolved from what they have seen. What leaders see others do sets the stage for what they may do. Modeling these attributes of character defines the leaders to the people with whom they interact. A leader of sound character will exhibit that character at all times.  Living by the Army Values and the Warrior Ethos best displays character and leading by example. It means putting the organization and subordinates above personal self-interest, career, and comfort. For the Army leader, it requires putting the lives of others above a personal desire for self-preservation.

Communicates

Competent leadership depends on good communication. Although viewed as a process of providing information, communication as a competency ensures there is more than the simple transmission of information. It achieves a new understanding, creates new or better awareness. Communicating critical information clearly is an important skill to reach shared understanding of issues and solutions. It conveys thoughts, presents recommendations, bridges cultural sensitivities, and reaches consensus. Leaders cannot lead, supervise, build teams, counsel, coach, or mentor without the ability to communicate clearly.

Develops

Effective leaders strive to leave an organization better than they found it and expect other leaders to do the same. Leaders have the responsibility to create a positive organizational climate, prepare themselves to do well in their duties, and help others to perform well. Leaders look ahead and prepare talented Soldiers and Army Civilians to assume positions with greater leadership responsibility. They work on self development to prepare for new challenges.

 

Creates a Positive Environment / Fosters Esprit de Corps

 

Climate and culture describe the environment in which a leader leads. The leader shapes the

environment in which the leader and others operate. Culture refers to the environment of the Army as an institution and of major elements or communities within it. Strategic leaders shape the Army’s culture, while organizational and direct leaders shape the climate of units and organizations. Taking care of people and maximizing their performance largely determines how well the leader shapes the organization’s climate. Climate is how members feel about the organization and comes from shared perceptions and attitudes about the unit’s daily functioning. Climate affects motivation and the trust Soldiers and Army Civilians feel for their team and leaders. Climate is generally a short-term experience, depending upon a network of personalities within the organization that changes as people come and go.

Prepares Self

To prepare for increasingly demanding operational environments, Army leaders must invest more time on self-study and self-development than before. Besides becoming multiskilled, Army leaders have to balance the demands of diplomat and Soldier. Acquiring these capabilities to succeed in decisive action is challenging, but critical. In no other profession is the cost of being unprepared as unforgiving, often resulting in mission failure and needless casualties.

Develops Others

Leader development is a deliberate, continuous, sequential, and progressive process grounded in the Army Values. It grows Soldiers and Army Civilians into competent, confident leaders capable of directing teams and organizations. Army leaders, as stewards of the Army profession, must place the needs of the Army as a whole above organizational or personal needs. This is particularly true in developing subordinates. Leader development occurs through the lifelong synthesis of education, training, and experience. Successful leaders balance the long-term needs of the Army, the near-term and career needs of their subordinates, and the immediate needs of their unit missions. The Army requires all its leaders to develop subordinates into leaders for the next level.

Developing On the job

The best development opportunities often occur on the job. Leaders who have an eye for developing others will encourage growth in current roles and positions. How a leader assigns tasks and duties can serve as a way to direct individual Soldiers or Army Civilians to extend their capabilities. The Army Civilian Intern Program is an excellent example of this type of training. Feedback from a leader during routine duty assignments can also direct subordinates to areas where they can focus their development. Some leaders constantly seek new ways to re-define duties or enrich a job to prepare subordinates for additional responsibilities in their current position or next assignment. Cross training on tasks provides dual benefits of building a more robust team and expanding the skill set of team members. Challenging subordinates with different job duties is a good way to keep them interested in routine work.

Stewards the Profession

The Army requires focus on accomplishing the mission and improving the organization. The

competencies dealing with positive environment, self-improvement, and developing others are the competencies related to stewardship. Stewardship is the group of strategies, policies, principles, and beliefs that pertain to the purposeful management and sustainment of the resources, expertise, and time-honored traditions and customs that make up the profession. Leaders serving as good stewards have concern for the lasting effects of their decisions about all of the resources they use and manage. Stewardship requires prioritization and sacrifice. All leaders will have choices that require contributing some capability or effective subordinate from their unit for the greater benefit of the Army. Stewardship is about the development and support of members of the Army team.

Achieves

Gets Results

Leadership builds effective organizations. Effectiveness directly relates to the core leader

competency of getting results. From the definition of leadership, achieving focuses on accomplishing the mission. Mission accomplishment co-exists with an extended perspective towards maintaining and building the organization’s capabilities. Achieving begins in the short-term by setting objectives. In the long-term, achieving requires getting results in pursuit of those objectives. Getting results focuses on structuring what to do to produce consistent results.

Providing Direction, Guidance, and Priorities

As leaders operate in larger organizations, their purpose, direction, guidance, and priorities typically become forward-looking and wider in application. Direct level leaders usually operate with less time for formal planning than organizational and strategic level leaders. Although leaders use different techniques for guidance depending on the amounts of time and staff available, the basics are the same. The leader provides guidance so subordinates and others understand the goals and priorities. Leaders match their teams or units to the work required. Standard operating procedures or tasks define most work. As new missions develop and priorities change, assignments will differ.  In higher-level positions, commanders and directors have staff to help perform these assignment and prioritization functions.  Higher-level organizations have procedures such as running estimates and the military decision making process to define and synchronize planning activities (see ADRP 5-0 The Operations Process).  Leaders should provide guidance from both near-term and long-term perspectives. Effective leaders make thoughtful trade-offs between providing too much or too little guidance. Near-term focus is based on critical actions that must be accomplished immediately. In contrast, by delegating, leaders prepare others to handle missions competently and are available for higher-level coordination.

Monitoring Performance

The ability to assess a situation accurately and reliably against desired outcomes, established values, and ethical standards is a critical tool for leaders to achieve consistent results and mission success. Assessment occurs continually during planning, preparation, and execution; it is not solely an after-the-fact evaluation. Accurate assessment requires instinct and intuition based on experience and learning. It demands a feel for the reliability and validity of information and its sources. Periodic assessment is necessary to determine organizational weaknesses and prevent mishaps. Accurately determining causes is essential to training management, developing subordinate leadership, and initiating quality improvements

References:

ADRP 6-22, Army Leadership (C1). August 2012. Headquarters, Department of the Army. Available at http://Armypubs.Army.mil/doctrine/DR_pubs/dr_a/pdf/adrp6_22_new.pdf.

ADP 6-22, Army Leadership (C1). August 2012. Headquarters, Department of the Army. Available at http://Armypubs.Army.mil/doctrine/DR_pubs/dr_a/pdf/adp6_22_new.pdf.

Review Cadet eBook [T] Leadership [C] Army Leadership[S] Three Levels of Leadership:    http://www.rotcebooks.net/Leadership/index.html

 

ADRP 5-0 The Operations Process. May 2012. Headquarters Department of the Army. http://armypubs.army.mil/doctrine/DR_pubs/dr_a/pdf/adrp5_0.pdf

 

 

 

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