FM 6-22 Army Leadership and The Profession Flashcards
(40 cards)
What publication superseded FM 6-22 as the Army’s keystone
manual on leadership?
ADP 6-22, Army Leadership.
Who is an “Army leader?”
Anyone in the Army who, “by virtue of assumed role or assigned responsibility
inspires and influences people to accomplish organizational goals.”
Army leaders motivate people both inside and outside the chain of command
to pursue actions, focus thinking, and shape decisions for the greater
good of the organization. (ADP 6-22, para 2)
What is “leadership?”
The process of influencing people by providing purpose, direction, and motivation to accomplish the mission and
improve the organization. (ADP 6-22, para 3; ADRP 6-22, para 1-1)
What does it mean to “influence” people?
Getting people - military and civilian, governmental and non-governmental partners, or even bystanders such as a
local populace - to do what is required. It involves more than simply passing along orders. (ADRP 6-22, para 1-2)
Given the definition of “leadership,” the purpose then is to “influence people” and this is described as a process.
What is significant about the fact that leadership is a process?
Processes can be learned, monitored, and improved. The Army endorses the idea that good leadership does not
just happen by chance but is a developed skill. (ADP 6-22, para 4)
Leadership involves a minimum of two components. What are they?
A person or group that leads, and a person or group that follows. (ADP 6-22, para 6)
Leadership is a process, and the purpose of that process is to influence people. What are the two extremes of the
influence continuum?
ADP 6-22, para 8)
- Commitment - followers willingly act for a higher purpose.
- Compliance - followers merely fulfill requests and act in response to the leader’s positional power.
What is meant by the phrase “negative leadership?”
Leadership that completes requirements by continuously operating at the compliance end of the influence continuum.
Prolonged use of negative leadership to influence followers undermines the followers’ will, initiative, and potential,
and destroys unit morale. (ADP 6-22, para 11)
One form of negative leadership is known as “toxic leadership.” Explain.
Toxic leadership is a combination of self-centered attitudes, motivations, and behaviors that have adverse effects
on subordinates, the organization, and mission performance. Such leadership lacks concern for others and the climate
of the organization, operates with an inflated sense of self-worth and from acute self-interest, and consistently uses
dysfunctional behaviors to deceive, intimidate, coerce, or unfairly punish others to get what they want for themselves.
(ADP 6-22, para 11)
When a group of military personnel are present, who technically has the greatest authority?
The person with the highest rank or date of rank. However, anyone can demonstrate leadership and the Army expects
those with the greatest expertise and knowledge of the situation to lead. (ADP 6-22, para 19)
What is meant by the term “command?”
The authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment.
(ADP 6-22, para 20; ADRP 6-22, para 1-16)
The Army Leadership Requirements Model conveys the expectations that the Army wants leaders to meet.
What are the two requirements of this model?
(ADP 6-22, para 22)
- Leader Attributes - what leaders should BE and KNOW.
- Leader Competencies - what the Army requires leaders to DO.
What are the three different leader Attributes within the Leadership Requirements Model?
(ADP 6-22, para 23 and Figure 2; ADRP 6-22, para 3-2)
- Character (internal identity) - Army Values; empathy; Warrior Ethos and Service Ethos; discipline.
- Presence (external identity) - military and professional bearing; fitness; confidence; resilience.
- Intellect (abilities and knowledge) - mental agility; sound judgment; innovation; interpersonal tact; expertise.
What are the three different leader Competencies within the Leadership Requirements Model?
(ADP 6-22, para 24; Figure 2)
1. Lead - leads others; builds trust; extends influence beyond the chain of command; leads by example; communicates.
2. Develop - creates a positive environment/fosters esprit de corps; prepares self; develops others; stewards the
profession.
3. Achieve - gets results.
The Army Values consist of the principles, standards, and qualities considered essential for successful Army
leaders. What are the seven Army Values and what acronym can be used to remember them?
LDRSHIP (ADRP 6-22, para 3-3, 3-4)
• (L)oyalty - bear true faith and allegiance to the U.S. Constitution, the Army, your unit, and your Soldiers.
• (D)uty - fulfill your obligations
• (R)espect - treat people as they should be treated
• (S)elfless service - put the welfare of the Nation, the Army, and your subordinates before your own
• (H)onor - live up to the Army Values
• (I)ntegrity - do what is right, legally and morally
• (P)ersonal courage - face fear, danger, or adversity (physical and moral)
Leadership is affected by a person’s character and identity. What quality is a key mark of a leader’s character?
Integrity - doing what is right, legally and morally. (ADP 6-22, para 26)
What is meant by the leadership attribute of “presence?”
It is the sum of a leader’s outward appearance, demeanor, actions and words, and the inward character and intellect
of the leader. It entails the projection of military and professional bearing, holistic fitness, confidence and resilience.
(ADP 6-22, para 28)
Why is physical fitness such an important attribute for a leader?
Physically fit people feel more competent and confident, handle stress better, work longer and harder, and recover
faster. These attributes provide valuable payoffs in any environment. (ADRP 6-22, para 4-5)
What are the three different LEVELS of leadership?
ADP 6-22, Figure 1; ADRP 6-22, para 2-25 and Figure 2-1)
- Direct - face-to-face or first-line leadership. (see also para 2-28)
- Organizational - indirect influence through levels of subordinates and staffs. (see also para 2-31)
- Strategic - shape the military through change over extended time.
Who primarily serves in each of the leadership LEVELS mentioned above?
(ADRP 6-22, para 2-25)
• Direct - most NCOs, company grade officers, and Army Civilian leaders.
• Organizational - some senior NCOs, most field-grade officers, and higher-grade Army Civilians.
• Strategic - primarily general officers and equivalent Senior Executive Service (SES) Army Civilians.
What are the four SPECIAL CONDITIONS of leadership?
(ADP 6-22, Figure 1)
1. Formal - designated by rank or position (command is an example).
2. Informal - take initiative and apply special expertise when appropriate.
3. Collective - synergistic effects achieved with multiple leaders aligned by purpose (the collective effect is
greater than the sum of the parts).
4. Situational - actions adjusted to complex and uncertain environments.
The Warrior Ethos refers to the professional attitudes and beliefs that characterize the American Soldier and is
developed and sustained through discipline, commitment to the Army Values, and pride in the Army’s heritage.
What is the “Warrior Ethos?”
It is the following four lines from “The Soldier’s Creed:” (ADRP 6-22, para 3-21 and Figure 3-1) I will always place the mission first. I will never accept defeat. I will never quit. I will never leave a fallen comrade.
Under normal circumstances, a leader should execute a superior leader’s decisions with enthusiasm. What is the
one exception?
Unlawful orders. A leader has a duty to question such orders and to refuse to obey them if clarification of the order’s
intent fails to resolve his objections. (ADRP 6-22, para 3-43)
It has already been stated that the purpose of leadership is to influence people. List nine different methods of
influence.
(ADRP 6-22, para 6-6 thru 6-14)
• Pressure - applied when leaders use explicit demands to achieve compliance. This is a good choice when the
stakes are high, time is short, and previous attempts at achieving commitment have not been successful.
• Legitimating - occurs when leaders establish their authority as the basis for a request when it may not be
obvious. This method suggests to those being influenced that there is the potential for official action if the
request is not completed.
• Exchange - used when leaders make an offer to provide some desired item or action in trade for compliance
with a request. Promise of a four-day pass as reward for excelling during a maintenance inspection is an
example.
• Personal appeals - when a leader asks a follower to comply with a request based on friendship or loyalty.
Mutual trust is the key to success.
• Collaboration - when a leader cooperates in providing assistance or resources to carry out a directive or
request.
• Rational persuasion - requires a leader to provide evidence, logical arguments, or explanations showing how
a request is relevant to the goal.
• Apprising - happens when a leader explains why a request will benefit a follower. Similar to Exchange but the
benefits are out of the control of the leader.
• Inspirational appeals - occurs when a leader fires up enthusiasm for a request by arousing strong emotions
to build conviction. Such appeals can inspire followers to surpass minimal standards and reach elite performance
status.
• Participation - occurs when a leader asks others to take part in a process to address a problem or meet an
objective. The key here is imparting a feeling of shared ownership with the problem.
