Leadership Development in Army Profession

The Army Ethic and Its Expectations

“The Army Profession develops, inspires, and motivates Soldiers and Army Civilians to make right decisions and to take right action according to the moral principles of the Army Ethic. The American people expect Army professionals to provide exemplary leadership that reflects the Army Ethic and is consistent with our national values” (U.S. Department of the Army, 2017, p. 1). This means that the profession we all have chosen is constantly scrutinized by the American people—the very people who have placed their trust in us as part of the unique traits of the Army profession. While some of these are desirable traits for people and professionals in general, they are expected and required of us as Soldiers. The Army as an organization requires us to serve honorably and to trust ourselves in our ability to develop our military experience to serve this nation the best we can. We as Soldiers represent the Army through esprit de corps and stewardship of the Profession.

Leadership Development in the Army Profession

Based on the above definition, as part of being Army professionals, we are in constant search for growth and development. The Army Profession is rooted in developing outstanding Soldiers who will ultimately become exemplary leaders, who will in turn pay it forward and multiply the forces. As the Army Doctrine Publication (ADP) 6-22 states, “an Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” (U.S. Department of the Army, 2019, p. 1). In addition to this definition, a leader, a good leader, must have a comprehensive understanding of his or her responsibilities and be aware that his or her decisions have consequences; in this environment, the consequences can sometimes be fatal. Leaders should not take this level of responsibility lightly. It is paramount that leaders take their position and its impact seriously. Through the ADP 6-22 definition, we know that the Army recognizes innate leadership but also makes conscious decisions to assign Soldiers to leadership positions. Whether the leadership position is assumed or assigned, the definition is clear: a leader “influences, provides purpose, direction, and motivation” (U.S. Department of the Army, 2019, p. 1).

Influence is the skill of convincing and pursuing people to do something. It is not enough to have the authority to order someone to take action. Influencing is inspiring people through words and leading by example to do what is necessary. We often use the phrase “being part of something bigger than myself.” A leader conveys a clear purpose, a strong and valid reason to develop a desire to achieve a goal or outcome. A leader that successfully conveys a purpose allows his or her followers to embrace the feeling of ownership and responsibility; a feeling of being part of something greater than they are. A leader provides clear directions for his or her team to successfully accomplish a task. In order to give direction successfully, a leader needs to be able to communicate effectively with his or her subordinates. Part of giving clear directions is having a clear idea of the priorities, delegating accordingly, making sure subordinates fully understand their task, and supervising those tasks. Direction is not only the action of telling people what to do, but the ability to see it through. Motivation is the will and initiative to do what is needed to accomplish a mission. While motivation normally comes from within, a good leader needs to understand where his or her team is coming from and find ways to connect with them in order to inspire them to accomplish the goal. A leader can motivate their followers through example. A group that sees their leader pushing through the same hardships, challenges, and struggles as they are can reach within and find the same will to push through.

The Journey of Continuous Growth

To sum up, the Army as a profession builds and develops Soldiers into Army Professionals and leaders through training, by providing the tools for self-development, experience, and continuous education. We do not stop growing and developing skills, but once we have achieved a certain milestone, it is our responsibility to pay it forward and become a force multiplier. If each of us can positively influence, motivate, direct, and convey purpose to at least one Soldier, the impact is significant. That is the basis of the Army Leadership Model; it takes Soldiers, reinforces their attributes and strengths, works on their weaknesses, and ultimately delivers professional leaders. This cycle of development ensures that the values and ethics of the Army are perpetually upheld and that we continue to meet the expectations of those we serve.

References

U.S. Department of the Army. (2017). Army Regulation 600-100: Army Profession and Leadership Policy. Washington, DC: Author.

U.S. Department of the Army. (2019). Army Doctrine Publication 6-22: Army Leadership and the Profession. Washington, DC: Author.