ADP 6-22 - United States Army

1 ADP 6-22 army LEADERSHIP AND THE PROFESSIONJULY 2019 DISTRIBUTION RESTRICTION:Approved for public release; distribution is publication supersedes ADP 6-22 and ADRP 6-22, dated 1 August 2012 and ADRP 1, dated 14 June , DEPARTMENT OF THE ARMYThis publication is available at the army Publishing Directorate site ( ) and the Central army Registry site ( ). *ADP 6-22 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 6-22 i army Doctrine Publication No. 6-22 Headquarters Department of the army Washington, DC, 31 July 2019 army LEADERSHIP AND THE PROFESSION Contents Page iv INTRODUCTION .. v Chapter 1 THE army .. 1-1 A Shared Legacy .. 1-1 The army Profession .. 1-2 army Leadership .. 1-3 army Leadership Requirements Model .. 1-6 Dynamics of Leadership.

2 1-8 Roles of Leadership .. 1-11 Levels of Leadership .. 1- 13 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 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 Contents ii ADP 6-22 31 July 2019 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 5-12 Communicates.

3 5-14 Chapter 6 DEVELOPS .. 6-1 Develops Leaders .. 6-1 Prepares self .. 6-2 Creates a Positive Environment/Fosters Esprit de 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 Contents 31 July 2019 ADP 6-22 iii Figures Introductory figure 1.

4 Logic map .. vii Figure 1-1. The army leadership requirements model .. 1-6 Figure 1-2. Navigating leader competencies .. 1-7 Figure 1-3. army leadership levels.. 1-13 Figure 5-1. General Eisenhower s D-Day 5-6 Tables Introductory table 1. New army terms .. vi Introductory table 2. Modified army terms and acronyms .. vi 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.

5 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 iv ADP 6-22 31 July 2019 Preface army doctrine publication (ADP) 6-22, army Leadership and the Profession, establishes and describes the foundations of army leadership (including the army Profession), 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 , 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.

6 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 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.

7 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 Acknowledgements These copyright owners have granted permission to reproduce material from their works. How to Manage Alliances Strategically, by Ha Hoang and Frank T.

8 Rothaermel. 2016 from MIT Sloan Management Review/Massachusetts Institute of Technology. All rights reserved. Distributed by Tribune Content Agency, LLC. 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. Leadership in Organizations, 8th ed by Gary Yukl. Reproduced with permission of the author. Copyright 2012. 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. 31 July 2019 ADP 6-22 v Introduction ADP 6-22 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.

9 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 , 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.

10 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.