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ARMY

LEADERSHIP

“ BE, KNOW, DO”

FM 22-100 AUGUST 1999

SGT BREVARD

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LEADERSHIPDEFINED

Leadership is influencing people-byproviding purpose, direction, andmotivation-while operating toaccomplish the mission and improvingthe organization.

-INFLUENCING--DIRECTION-

-MOTIVATION--OPERATING--IMPROVING-

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LEVELS OF LEADERSHIPNCOs like to make a decision right away and move on to thenext thing…so the higher up the flagpole you go , the more

you have to learn a very different style of leadership.

Strategic Leadership Skills&

Actions

Organizational LeadershipSkills & Actions

Direct Leadership Skills&

Actions

Values and Attributes

Global/Regional National/Societal

Perspective

Organizational/Systems and Processes Perspectives

Individual/SmallGroup Task Oriented

Perspective

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LEVELS OF LEADERSHIP-THREE LEVELS-

DIRECT LEADERSHIP- Direct leadership is face-to-face, first-line leadership. It takes place in thoseorganizations where subordinates are used to seeingtheir leaders all the time: teams and aquads, sectionsand platoons, companies, batteries and troops-evensquadrons and battalions.

ORGANIZATIONAL LEADERSHIP- Organizationalleaders influence several hundred to several thousandpeople. They do this indirectly, generally through morelevels of subordinates than do direct leaders.

STRATEGIC LEADERSHIP- Strategic leadersinclude military and DA civilian leaders at the majorcommand through Department of Defense levels.Strategic leaders are responsible for large organizationsand influence several thousand to hundreds ofthousands of people.

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THE LEADER MUST

“BE” “KNOW” “DO”

VALUES ATTRIBUTES

-LOYALTY

- DUTY

-RESPECT

-SELFLESS SERVICE

-HONOR

- INTEGRITY

-PERSONAL COURAGE

- MENTAL

-PHYSICAL

-EMOTIONAL

INTERPERSONALSKILLS

CONCEPTUALSKILLS

TECHNICALSKILLS

TACTICALSKILLS

INFLUENCING-Communication-Decision Making-Motivating

OPERATING-Plan/Prep-Executing-Assessing

IMPROVING-Developing-Building-Learning

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WHAT A LEADER MUST BE-ARMY VALUES-

LOYALTY

DUTY

RESPECT

SELFLESS SERVICE

HONOR

INTEGRITY

PERSONAL COURAGE

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LOYALTY

Bear true faith and allegianceto the US Constitution, theArmy, your unit, and othersoldiers.

Loyalty is the big thing, the greatest battleasset of all. But no man ever wins the loyaltyof troops by preaching loyalty. It is given tohim as he proves his possession of the othervirtues.

Brigadier General S.L.A. MarshallMen Against Fire

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DUTY

Fulfill your obligations.

The essence of duty is acting in the absenceof orders or direction from others, based onan inner sense of what is morally andprofessionally right….

General John A. Wickham Jr.FormerArmy Chief of Staff

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RESPECTTreat people as they should betreated.The discipline which makes the soldiers of afree country reliable in battle is not to begained by harsh or tyrannical treatment. Onthe contrary, such treatment is far morelikely to destroy than to make an army. It ispossible to impart instruction and to givecommands in such manner and such a toneof voice to inspire in the soldier no feelingbut an intense desire to obey, while theopposite manner and tone of voice cannotfail to excite strong resentment and a desireto disobey. Major General John M. Schofield

Part of an address to the United States Corps of Cadets11 August 1879

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SELFLESS SERVICE

Put the welfare of the nation,the Army, and subordinatesbefore your own.

The nation today needs men who think interms of service to their country and not interms of their country’s debt to them

General of the Army Omar N. Bradley

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HONOR

Live up to all the Army values.

What is life without honor? Degradation isworse than death.

Lieutenant General Thomas J. “Stonewall” Jackson

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INTEGRITY

Do what’s right-legally andmorally.

The American people rightly look to theirmilitary leaders not to be skilled in thetechnical aspects of the profession of arms,but also to be men of integrity.

General J. Lawton CollinsFormer Army Chief of Staff

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PERSONALCOURAGE

Face fear, danger, or adversity

The concept of professional courage doesnot always mean being as tough as nailseither. It also suggests a willingness to listento the soldiers’ problems, to go to bat forthem in a tough situation, and it meansknowing just how far they can go. It alsomeans being willing to tell the boss whenhe’s wrong.

Former Sergeant Major of the Army William Connelly

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WHAT A LEADER MUST BE-LEADERS ATTRIBUTES-

Leadership is not a natural trait, somethinginherited like the color of eyes orhair…Leadership is a skill that can bestudied, learned and perfected by practice.

MENTAL ATTRIBUTES EMOTIONAL ATTRIBUTES

PHYSICAL ATTRIBUTESWILL

SELF DISCIPLINE

INITIATIVE

JUDGEMENT

SELF-CONFIDENCE

INTELLIGENCE

CULTURAL AWARENESS

HEALTH FITNESS

PHYSICAL FITNESS

MILITARY ANDPROFESSIONAL BEARING

SELF CONTROL

BALANCE

STABILITY

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WHAT A LEADER MUSTKNOW

-LEADER SKILLSCATEGORIES-

INTERPERSONAL TACTICAL

CONCEPTUAL TECHNICAL

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LEADERSHIP SKILLS-INDIVIDUAL/SMALL GROUP-

INTERPERSONAL SKILLS CONCEPTUAL SKILLS

TECHNICALTACTICAL

COMMUNICATING

SUPERVISING

COUNSELING

CRITICAL REASONING

CREATIVE THINKING

ETHICAL REASONING

REFLECTIVE THINKING

KNOWING EQUIPMENT

OPERATING EQUIPMENT

DOCTRINE

FIELDCRAFT

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LEADERSHIP SKILLS-ORGANIZATIONAL LEVEL-

INTERPERSONAL SKILLS CONCEPTUAL SKILLS

TECHNICALTACTICAL

UNDERSTANDING SOLDIERS

COMMUNICATING

SUPERVISING

ESTABLISHING INTENT

FILTERING INFORMATION

UNDRSTANDING SYSTEMS

SYNCHRONIZATION

ORCHESTRATION

MAINTAINING CRITICAL SKILLS

RESOURCING

PREDICTING 2d/3d ORDER EFFECTS

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LEADERSHIP SKILLS-STRATEGIC LEVEL-

INTERPERSONAL SKILLS CONCEPTUAL SKILLSCOMMUNICATING

USING DIALOGUE

NEGOTIATING

ACHIEVING CONSENSUS

BUILDING STAFFS

ENVISIONING

DEVELOPING FRAMESOF REFERENCE

DEALING W/ UNCERTAINTYAND AMBIGUITY

TECHNICAL

STRATEGIC ART

LEVERAGING TECHNOLOGY

TRANSLATING POLITICALGOALS INTO MILITARYOBJECTIVES

TACTICAL

SYNCHRONIZATION

ORCHESTRATION

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WHAT A LEADER MUST DO-LEADERS ACTIONS-

INFLUENCING

OPERATING

IMPROVINGCOMMUNICATING

DECISION MAKING

MOTIVATINGPLANNING ANDPREPARING

EXECUTING

ASSESSING

DEVELOPING

BUILDING

LEARNING

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WHAT A LEADER MUST DO-LEADERS ACTIONS-

THE LEADERSHIP ACTIONSINFLUENCING, OPERATING ANDIMPROVING ARE THE SAME AT ALLTHREE LEVELS OF LEADERSHIP.

NOTE:

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HUMAN DIMENSIONS

DISCIPLINE

MORALE

TAKING CARE OFSOLDIERS

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LEADERSHIP STRESS

-THREE TYPES-

COMBAT STRESS STRESS OF CHANGE

CLIMATE AND CULTURE STRESS

WILL AND WINNING IN BATTLE

STRESS IN TRAINING

TECHNOLOGY AND LEADERSHIP

LEADERSHIP AND THECHANGING THREAT

CLIMATE

CULTURE

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LEADERSHIP STYLESAND CONSEQUENCES

STYLES CONSEQUENCES

DIRECTING

PARTICAPATING

DELEGATING

TRANSFORMATIONAL

TRANSACTIONAL

INTENDED

UNINTENDED

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LEADERSHIP STYLESDEFINED

DIRECTING-THIS STYLE IS LEADER CENTERED. LEADERS USING THIS STYLE DON’T SOLICIT INPUTFROM SUBORDINATES AND GIVE DETAILEDINSTRUCTIONS ON HOW, WHEN, AND WHERE THEYWANT A TASK PERFORMED.

PARTICIPATING-THIS STYLE CENTERS ON BOTH THE LEADER AND THE TEAM. GIVEN A MISSION,LEADERS ASK SUBORDINATES FOR INPUT,INFORMATION, AND RECOMMENDATIONS BUTMAKE THE FINAL DECISIONS ON WHAT TO DOTHEMSELVES. THIS STYLE IS ESPECIALLYAPPROPRIATE FOR LEADERS WHO HAVE THE TIMEFOR SUCH CONSULTATION OR WHO ARE DEALINGWITH EXPERIENCED SUBORDINATES.

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DELEGATING-INVOLVES GIVING SUBORDINATES THE AUTHORITY TO SOLVEPROBLEMS AND MAKE DECISIONS WITHOUTCLEARING THEM THROUGH THE LEADER.LEADERS WITH MATURE AND EXPERIENCEDSUBORDINATES OR WHO WANT TO CREATE ALEARNING EXPERIENCE FOR SUBORDINATESOFTEN NEED ONLY TO GIVE THEM THEAUTHORITY TO MAKE DECISIONS, THENECESSARY RESOURCES, AND A CLEARUNDERSTANDING OF THE MISSION’SPURPOSE. AS ALWAYS THE LEADER ISULTIMATELY RESPONSIBLE FOR WHAT DOESOR DOES NOT HAPPEN, BUT IN DELEGATINGLEADERSHIP STYLE, THE LEADER HOLDS THESUBORDINATE LEADERS RESPONSIBLE FORTHEIR ACTIONS.

LEADERSHIP STYLESCONTINUED

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LEADERSHIP STYLESCONTINUED

TRANSFORMATIONAL-ALLOWS YOU TO TAKE ADVANTAGE OF THE SKILLS AND KNOWLEDGE OFEXPERIENCED SUBORDINATES WHO MAY HAVEBETTER IDEAS ON HOW TO ACCOMPLISH AMISSION.

TRANSACTIONAL-MOTIVATING SUBORDINATES TO WORK BY OFFERING REWARDS ORTHREATENING PUNISHMENT. PRESCRIBES TASKASSIGNMENTS IN WRITING. OUTLINING ALL THECONDITIONS, THE APPLICABLE RULES ANDREGULATIONS, THE BENEFITS OF SUCCESS, ANDTHE CONSEQUENCES-TO INCLUDE POSSIBLEDISCIPLINARY ACTIONS-OF FAILURE.“MANAGEMENT-BY-EXCEPTION,” WHERELEADERS FOCUS ON THEIR SUBORDINATES’FAILURES’ SHOWING UP ONLY WHEN SOMETHINGGOES WRONG.

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LEADERSHIPCONSEQUENCES

(TWO TYPES)

INTENDED CONSEQUENCES- ARE ANTICIPATED RESULTS OF A LEADER’S DECISIONS ANDACTIONS.

UNINTENDED CONSEQUENCES- ARE THE RESULTS OF THINGS A LEADER DOES THAT HAVEAN UNPLANNED IMPACT ON THE ORGANIZATIONOR ACCOMPLISHMENT OF THE MISSION.

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Leaders of character andcompetence act to achieve

excellence by developing a forcethat can fight and win the nation’s

wars and serve the commondefense of the United States.

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SUMMERIZED CHANGESFM22-100

DEFINITION OF LEADERSHIP

LEADERSHIP LEVELS

VALUES

LEADERSHIP SKILLS

LEADERSHIP STYLES

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