The Army Leadership
ADP622
ARMYLEADERSHI
P
AUGUST201
2
DI
STRI
BUTI
ONRESTRI
CTI
ON:
Appr ov edf orpubl i cr el eas e;di s t r i but i oni sunl i mi t ed.
HEADQUARTERS,DEPARTMENTOFTHEARMY
This publication is available at Army Knowledge Online
(https://armypubs.us.army.mil/doctrine/index.html).
Foreword
Leadership is paramount to our profession. It is integral to our institutional success today and tomorrow. As we transition to meet the challenges of an increasingly complex and uncertain environment, our Army requires intelligent, competent, physically and mentally tough leaders of character. Decentralized operations require leaders at all levels that understand their environment, learn quickly, make sound decisions, and lead change.
Because there are no predetermined solutions to problems, Army leaders must adapt their thinking, formations, and employment techniques to the specific situation they face. This requires an adaptable and innovative mind, a willingness to accept prudent risk in unfamiliar or rapidly changing situations, and an ability to adjust based on continuous assessment. General of the Army Omar Bradley once remarked: “Leadership in a democratic army means firmness, not harshness; understanding, not weakness; generosity, not selfishness; pride, not egotism.”
His words continue to resonate today in both peace and war. This requires personal commitment, constant learning, self assessment, and passion for your Soldiers and units.
Being a leader is not about giving orders, it’s about earning respect, leading by example, creating a positive climate, maximizing resources, inspiring others, and building teams to promote excellence. Along the way, you will make honest mistakes. You will face difficult decisions and dilemmas. This is all part of the process of learning the art of leadership. You must internalize the Army’s values, demonstrate unimpeachable integrity and character, and remain truthful in word and deed. Soldiers trust their leaders. Leaders must never
ARMYLEADERSHI
P
AUGUST201
2
DI
STRI
BUTI
ONRESTRI
CTI
ON:
Appr ov edf orpubl i cr el eas e;di s t r i but i oni sunl i mi t ed.
HEADQUARTERS,DEPARTMENTOFTHEARMY
This publication is available at Army Knowledge Online
(https://armypubs.us.army.mil/doctrine/index.html).
Foreword
Leadership is paramount to our profession. It is integral to our institutional success today and tomorrow. As we transition to meet the challenges of an increasingly complex and uncertain environment, our Army requires intelligent, competent, physically and mentally tough leaders of character. Decentralized operations require leaders at all levels that understand their environment, learn quickly, make sound decisions, and lead change.
Because there are no predetermined solutions to problems, Army leaders must adapt their thinking, formations, and employment techniques to the specific situation they face. This requires an adaptable and innovative mind, a willingness to accept prudent risk in unfamiliar or rapidly changing situations, and an ability to adjust based on continuous assessment. General of the Army Omar Bradley once remarked: “Leadership in a democratic army means firmness, not harshness; understanding, not weakness; generosity, not selfishness; pride, not egotism.”
His words continue to resonate today in both peace and war. This requires personal commitment, constant learning, self assessment, and passion for your Soldiers and units.
Being a leader is not about giving orders, it’s about earning respect, leading by example, creating a positive climate, maximizing resources, inspiring others, and building teams to promote excellence. Along the way, you will make honest mistakes. You will face difficult decisions and dilemmas. This is all part of the process of learning the art of leadership. You must internalize the Army’s values, demonstrate unimpeachable integrity and character, and remain truthful in word and deed. Soldiers trust their leaders. Leaders must never