Leadership

Army Leadership (Competent, Confident and Agile)

Training the force

Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish themission and improving the organization.

Purpose gives subordinates the reason to act in order to achieve a desired outcome.

Providing clear direction involves communicating how to accomplish a mission: prioritizing tasks, assigningresponsibility for completion, and ensuring subordinates understand the standard.

Motivation supplies the will to do what is necessary to accomplish a mission.

Army leadership begins with what the leader must BE, the values and attributes that shape a leader's character. Yourskills are those things you KNOW how to do, your competence in everything from the technical side of your job to thepeople skills a leader requires. But character and knowledge while absolutely necessary are not enough. You cannot beeffective, you cannot be a leader, until you apply what you know, until you act and DO what you must.

• 1. Counseling
• 2. Coaching
• 3. Mentoring

• 1. Military Bearing
• 2. Physical Fitness
• 3. Confidence
• 4. Resilience

Projecting a commanding presence, a professional image of authority

Having sound health, strength, and endurance, which sustain emotional health and conceptual abilities under prolongedstress.

Projecting self-confidence and certainty in the unit's ability to succeed in whatever it does; able to demonstratecomposure and outward calm through steady control over emotion.

Showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining amission and organizational focus.

• 1. Institutional training.
• 2. Training, education, and job experience gained during operational assignments.
• 3. Self-development.

• 1. Influencing - getting people (Soldiers, Army civilians, and multinational partners) to do what is necessary.
• 2. Operating - the actions taken to influence others to accomplish missions and to set the stage for future operations.
• 3. Improving - capturing and acting on important lessons of ongoing and completed projects and missions.

• 1. Direct - Direct leadership is face-to-face, first-line leadership.
• 2. Organizational - Organizational leaders influence several hundred to several thousand people. They do thisindirectly, generally through more levels of subordinates than do direct leaders.
• 3. Strategic - Strategic leaders include military and DA civilian leaders at the major command through Departmentof Defense levels. Strategic leaders are responsible for large organizations and influence several thousand tohundreds of thousands of people.

• 1. A leader of character
• 2. A leader with presence
• 3. A leader with intellectual capacity

• 1. An Army leader leads
• 2. An Army leader develops
• 3. An Army leader achieves.

• 1. Physical
• 2. Psychological

• Noise of battle
• Distance

Counseling is the process used by leaders to review with a subordinate the subordinate's demonstrated performance andpotential.

• 1. Event counseling
• 2. Performance counseling
• 3. Professional growth counseling

• 1. Army Values
• 2. Empathy
• 3. Warrior Ethos

• 1. ID the problem
• 2. Gather information
• 3. Develop criteria
• 4. Generate possible solutions
• 5. Analyze possible solutions
• 6. Compare possible solutions
• 7. Make and implement the decision

• 1. Formation
• 2. Enrichment
• 3. Sustainment

• Mess
• Military justice
• Mail
• Supply
• Billets

Beliefs derive from upbringing, culture, religious backgrounds and traditions.