ADRP 6-22 Initial Edit 26 July 2012 - Fort Benning

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ADRP 6-22, C1HeadquartersDepartment of the ArmyWashington, DC, 10 September 2012Change No. 1Army Leadership1.This change replaces the cover to align with Doctrine 2015 standards.2.ADRP 6-22, 1 August 2012, is changed as follows:Remove Old PagesInsert New Pagescovercover3.File this transmittal sheet in front of the publication for reference purposes.DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

ADRP 6-22, C110 September 2012By order of the Secretary of the Army:RAYMOND T. ODIERNOGeneral, United States ArmyChief of StaffOfficial:JOYCE E. MORROWAdministrative Assistant to theSecretary of the Army1224210DISTRIBUTION:Active Army, Army National Guard, and United States Army Reserve: To be distributed inaccordance with the initial distribution number (IDN) 110180, requirements for ADRP 6-22.PIN: 103008-001

*ADRP 6-22 (FM 6-22)HeadquartersDepartment of the ArmyWashington, DC, 1 August 2012Army Doctrine Reference PublicationNo. 6-22Army LeadershipContentsPagePREFACE.ivINTRODUCTION .vPART ONETHE BASIS OF LEADERSHIPChapter 1FUNDAMENTALS OF LEADERSHIP . 1-1Leadership Defined . 1-1Foundations of Army Leadership . 1-2Civilian-Military Linkage . 1-3Leadership and Command Authority . 1-3Mission Command . 1-3Formal and Informal Leadership . 1-4Army Leadership Requirements Model . 1-4Attributes. 1-5Core Leader Competencies. 1-5Chapter 2ROLES AND LEVELS OF LEADERSHIP . 2-1Roles and Relationships . 2-1Levels of Leadership . 2-4Collective Leadership . 2-6PART TWOChapter 3THE ARMY LEADER: PERSON OF CHARACTER, PRESENCE ANDINTELLECTCHARACTER . 3-1Foundations of Army Leader Character . 3-1Army Values . 3-1Empathy. 3-3The Warrior Ethos and Service Ethos . 3-4Discipline . 3-5Character Development. 3-5Character and Beliefs . 3-6Character and Ethics . 3-6DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.*This publication supersedes FM 6-22 (except Appendix B, Counseling), dated 12 October 2006.i

ContentsChapter 4PRESENCE . 4-1Basics of Army Leader Presence. 4-1Military and Professional Bearing . 4-1Fitness . 4-1Confidence . 4-2Resilience. 4-2Chapter 5INTELLECT . 5-1Basics of an Army Leader’s Intellect . 5-1Mental Agility . 5-1Sound Judgment . 5-1Innovation. 5-2Interpersonal Tact . 5-2Expertise . 5-3PART THREECOMPETENCY-BASED LEADERSHIP FOR DIRECTTHROUGH STRATEGIC LEVELSChapter 6LEADS . 6-1Leads Others. 6-1Builds Trust . 6-7Extends Influence Beyond the Chain of Command . 6-8Leads by Example. 6-10Communicates . 6-12Chapter 7DEVELOPS. 7-1Overview of Develops . 7-1Creates a Positive Environment/Fosters Esprit de Corps. 7-1Prepares Self . 7-6Develops Others . 7-8Developing on the Job . 7-12Stewards the Profession . 7-15Chapter 8ACHIEVES . 8-1Gets Results. 8-1Providing Direction, Guidance, and Priorities . 8-1Monitoring Performance . 8-3Competencies Applied for Success . 8-3Chapter 9LEADERSHIP IN PRACTICE . 9-1Challenges of the Operational Environment . 9-1Combat and Operational Stress . 9-3Stress in Training and Operations . 9-4Stress of Change . 9-4Tools for Adaptability. 9-4PART FOUR LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELSChapter 10iiORGANIZATIONAL LEADERSHIP . 10-1Leading . 10-1Developing . 10-4Achieving. 10-6ADRP 6-221 August 2012

ContentsChapter 11STRATEGIC LEADERSHIP. 11-1Overview of Strategic Leadership . 11-1Leading . 11-2Developing . 11-6Achieving . 11-9GLOSSARY . Glossary-1REFERENCES . References-1INDEX . Index-1FiguresFigure 1-1. The Army leadership requirements model . 1-5Figure 2-1. Army leadership levels . 2-4Figure 3-1. The Soldier’s Creed . 3-4Figure 3-2. The Army Civilian Corps Creed . 3-4TablesIntroductory Table-1. Rescinded Army terms . vIntroductory Table-2. Modified Army terms .viTable 3-1. Summary of the attributes associated with Character . 3-5Table 4-1. Summary of the attributes associated with Presence . 4-2Table 5-1. Summary of the attributes associated with Intellect . 5-5Table 6-1. Summary of the competency Leads others . 6-7Table 6-2. Summary of the competency Builds trust . 6-8Table 6-3. Summary of the competency Extends influence beyond the chain ofcommand . 6-10Table 6-4. Summary of the competency Leads by example . 6-12Table 6-5. Summary of the competency Communicates . 6-14Table 7-1. Summary of the competency Creates a positive environment . 7-5Table 7-2. Summary of the competency Prepares self . 7-8Table 7-3. Counseling—Coaching—Mentoring Comparison . 7-12Table 7-4. Summary of the competency Develops others . 7-15Table 7-5. Summary of the competency Stewards the profession. 7-16Table 8-1. Summary of the competency Gets results . 8-41 August 2012ADRP 6-22iii

PrefaceArmy doctrine reference publication (ADRP) 6-22 expands on the leadership principles established in Armydoctrine publication (ADP) 6-22. ADRP 6-22 describes the Army’s view of leadership, outlines the levels ofleadership (direct, organizational, and strategic), and describes the attributes and core leader competenciesacross all levels.The principal audience for ADRP 6-22 is all leaders, military and civilian. Trainers and educators throughoutthe Army will also use this publication.Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable United States,international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure theirSoldiers operate in accordance with the law of war and the rules of engagement (see Field Manual [FM] 27-10).ADRP 6-22 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both theglossary and the text. For definitions shown in the text, the term is italicized and the number of the proponentpublication follows the definition. The use of the term influence throughout this publication reflects thedefinition of common English usage “the act or power of producing an effect without apparent exertion of forceor direct exercise of command,” as distinct from the usage outlined in FM 3-13. It is contrary to law for DOD toundertake operations intended to influence a domestic audience; nothing in this publication recommendsactivities in contravention of this law.ADRP 6-22 applies to the Active Army, Army National Guard/Army National Guard of the United States, andUnited States Army Reserve unless otherwise stated.This publication incorporates copyrighted material.The proponent of ADRP 6-22 is Headquarters, U.S. Army Training and Doctrine Command. The preparingagency is the Center for Army Leadership, Combined Arms Center - Leader Development and Education,United States Army Combined Arms Center. Send comments and recommendations on DA Form 2028(Recommended Changes to Publications and Blank Forms) to Center for Army Leadership ATTN: ATZL-CLR(ADP/ADRP 6-22), 290 Stimson Avenue, Fort Leavenworth, KS 66027-1293; by e-mail tousarmy.leavenworth.tradoc.mbx.6-22@mail.mil; or submit an electronic DA Form 2028.AcknowledgmentsThese copyright owners have granted permission to reproduce material from their works.Leading Change, by John P. Kotter. Reproduced with permission of Harvard Business School Press. Copyright 1996.Making Partnerships Work, by Jonathan Hughes and Jeff Weiss. Reproduced with permission of VantagePartners, LLC. Copyright 2001. All rights reserved.Leadership in Organizations, 8th ed by Gary Yukl. Reproduced with permission of the author. Copyright 2012.“Assessing the Construct Validity and Utility of Two New Influence Tactics”, by Gary Yukl, Carolyn Chavez,and Charles F. Seifert. Journal of Organizational Behavior Reproduced with permission of the author.Copyright 2005.“Consequences of Influence Tactics Used With Subordinates, Peers, and the Boss,” by Gary Yukl and J. BruceTracey. Journal of Applied Psychology. Reproduced with permission of the author. Copyright 1992.ivADRP 6-221 August 2012

IntroductionADRP 6-22 establishes and describes the leader attributes and core leader competencies that facilitate focusedfeedback, education, training, and development across all leadership levels.An ideal Army leader has strong intellect, physical presence, professional competence, moral character andserves as a role model. An Army leader is able and willing to act decisively, within the intent and purpose ofsuperior leaders and in the best interest of the organization. Army leaders recognize that organizations, built onmutual trust and confidence, successfully accomplish missions.Everyone in the Army is part of a team and functions in the role of leader and subordinate. Being a goodsubordinate is part of being a good leader. All Soldiers and Army Civilians must serve as leaders and followers.It is important to understand that leaders do not just lead subordinates—they also lead other leaders. Leaders arenot always designated by position, rank, or authority.ADRP 6-22 describes the attributes and core competencies required of contemporary leaders. ADRP 6-22addresses the following topics necessary to become a competent, multiskilled, and agile Army leader: Understand the Army definitions of leader and leadership. Use the Army leadership requirements model as a common basis for thinking and learning aboutleadership and associated doctrine. Become knowledgeable about the roles and relationships of leaders, including the role ofsubordinate or team member. Discover what makes a good leader: a person of character with presence and intellect. Learn how to lead, develop, and achieve through competency-based leadership. Identify the influences and stresses in our changing environment that affect leadership. Understand the basics of leading at the direct, organizational, and strategic levels.ADRP 6-22 contains four parts comprised of 11 chapters that describe the Army’s view on leadership:Part One defines leadership, describes the foundations of Army leadership, and introduces the ArmyLeadership Requirements Model in Chapter 1. It addresses the various roles of Army leaders and the levels ofleadership in Chapter 2.Part Two describes the leader attributes of character, presence, and intellect. Chapter 3 on leader charactercovers the Army Values, empathy and the Warrior Ethos, as well as the role of ethics. Chapter 4 on leaderpresence discusses military bearing, physical fitness, confidence, and resilience. Chapter 5 on leader intellectdescribes mental agility, sound judgment, innovation, interpersonal tact, and expertise.Part Three describes the core leader competencies and their application. Chapter 6 addresses the category ofleads: leads others, extends the influence beyond the chain of command, leads by example, and communicates.Chapter 7 describes the category of develops: creating a positive environment, prepares self, and developsothers. Chapter 8 describes the category of achieves. Chapter 9 discusses the challenges of the operationalenvironment, stress, and change.Part Four addresses the roles and responsibilities of organizational leaders in Chapter 10 and strategic leadersin Chapter 11.Based on current doctrinal changes, certain terms have been rescinded or modified for the purposes of ADRP 622. The glossary contains acronyms and defines terms. See introductory tables 1 and 2 for specific changes.Introductory Table-1. Rescinded Army termsTermRemarksleader teamsRescinded.officershipRescinded.shared leadershipRescinded.virtual teamRescinded.1 August 2012ADRP 6-22v