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HEADQUARTERS, DEPARTMENT OF THE ARMY

Chapter 6

Table 6-1. The competency

Leaders prepare to execute their leadership responsibilities fully. They are aware of their limitations and
strengths and seek self-development. Leaders maintain self-discipline, physical fitness, and mental well-being.
They continue to improve their technical, tactical, and leadership expertise.

Removes emotions from decision-making.

Applies logic and reason to make decisions or when interacting with emotionally
Maintains mental charged individuals.
and physical health
and well-being Recognizes sources of stress and maintains appropriate levels of challenge to
motivate self.
Manages regular exercise, leisure activities, and time away.
Stays focused on life priorities and values.
Expands knowledge Seeks knowledge of systems, equipment, capabilities, and situations.
of technical, Keeps informed about developments and policy changes inside and outside the
technological, and organization.
tactical areas
Understands the contribution of concentration, critical thinking, imagination, and
problem solving in different task conditions.
Learns new approaches to problem solving.
Expands conceptual
and interpersonal Applies lessons learned.
capabilities Filters unnecessary information efficiently.
Reserves time for self-development, reflection, and personal growth.
Considers possible motives behind conflicting information.
Reflects on prior learning; organizes insights for future application.
Analyzes and Considers source, quality or relevance, and criticality of information to improve
organizes understanding.
information to create
knowledge Identifies reliable resources for acquiring knowledge.
Sets up systems of procedures to store knowledge for reuse.
Learns about language, values, customary behavior, ideas, beliefs, and patterns
Maintains relevant of thinking that influence others.
cultural awareness Learns about results of previous encounters if culture plays a role in mission
success.
Learns about relevant societies experiencing unrest.
Maintains relevant
Recognizes Army influences on unified action partners and enemies.
geopolitical
awareness Understands the factors influencing conflict and peace building, peace
enforcement, peacekeeping, peacemaking, and peace operations.
Evaluates personal strengths and weaknesses.
Learns from mistakes to make corrections; learns from experience.
Maintains self-
awareness: employs Seeks feedback; determines areas in need of development.
self-understanding Determines personal goals and makes progress toward them.
and recognizes Develops capabilities where possible but accepts personal limitations.
effect on others
Seeks opportunities to use capabilities appropriately.
Understands self-motivation under various task conditions.

CREATES A POSITIVE ENVIRONMENT/FOSTERS ESPRIT DE

CORPS
6-20. Army leaders ensure that they create the conditions for a positive environment, build trust and cohesion
on their team, encourage initiative, demonstrate care for their people, and enhance esprit de corps by

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 Develops

connecting current operations to the unit's traditions and history. Army leaders are approachable when they
encourage open, candid communications and observations. Approachable leaders show respect for others'
opinions, even if contrary or non-doctrinal. To be approachable, leaders remain objective when receiving bad
news and encourage subordinates to be open and candid in their communication.
6-21. Culture and climate describe the conditions in which a leader leads. Leaders have direct and indirect
effects on culture and climate. Culture refers to the environment of the Army as an institution and of major
elements or communities within it. All leaders affect the climate at their respective echelon, which may

6-22. Culture is a longer lasting and more complex set of shared expectations than climate. Culture consists
of shared attitudes, values, goals,
culture is deeply rooted in tradition. Leaders refer to impress on Army personnel that they
are part of something bigger than themselves. Soldiers and DA Civili
those who have gone before and those who will come after.
6-23. Climate is a shorter-term experience than culture and reflects how people think and feel about their
organization. Climate depends upon a network of personalities within a unit that changes as Army personnel
, based on shared perceptions and attitudes, affects mutual trust, cohesion, and
commitment to the mission. A positive climate ensures Soldiers and DA Civilians are engaged and energized
by their duties, work together as teams, and show respect for each other.
6-24. A healthy Army culture and organizational climate will exhibit six overarching characteristics (see
AR 600-100 ):
The Army culture and unit climate foster unity, cohesion, and trust.
The culture promotes and rewards mental agility, the ability to break from established paradigms,
recognize new patterns or circumstances, and adopt new solutions to problems.
The Army supports the selection of leaders and rewards members who demonstrate the ability to
sense and understand the environment quickly to exploit fleeting opportunities or counter
unexpected threats.
The Army requires and rewards delegation of authority on the part of leaders, and the
understanding and prompt, thoroug

organizational energy on their mission.

The Army culture is one of inclusion that demands diversity of knowledge and perspectives to
accomplish missions ethically, effectively, and efficiently.

ESTABLISHING A POSITIVE ENVIRONMENT

6-25. Leaders make it a point to dialogue with subordinates about the conditions of their lives and the unit
to get a sense of the climate. Communicating goals openly provides subordinates a clear vision to achieve.
Communication between subordinates and leaders is essential to achieve and maintain a positive climate.
Leaders inspire and motivate subordinates to bring creative and innovative ideas forward and they seek
feedback from subordinates about the climate. Openly taking part in unit events and activities increases the

best interests at heart.

6-26. Leaders are ethical standard-bearers for the organization, responsible for establishing and maintaining
a professional climate wherein all are expected to live by and uphold the Army Values. Other staff
specialists the chaplain, staff judge advocate, inspector general, and equal employment opportunity
specialist
ultimate responsibility to create and maintain an ethical climate rests with the leader.
6-27. Setting the right example does not necessarily mean subordinates will follow it. Some may feel that

prompt action to correct any discrepancies. It is important for subordinates to have confidence in the

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Chapter 6

values that individuals bring into the Army. Strong commitment to the Army Values, Army Ethic, and

6-28. Leaders need to continually assess the organizational climate, realize the importance of development,
and work to limit any zero-defect mentality. Recognizing the importance of long-term sustainability and
sharing and encouraging feedback (both positive and negative) should be a priority for all team members.
Leaders create positive climates by treating all fairly, maintaining open and candid communications between
other leaders and subordinates, and creating and supporting learning environments.

ASSESSING ENVIRONMENT
6-29. Leader behavior signals to every member of the organization what is and is not tolerated. The
its organizational climate
skills, and actions. Leaders must continuously assess the state of their organizational climates. Feedback from
climate assessments (see AR 600-20 and AR 600-100) assist leaders in this effort.
6-30. To accurately assess organizational climates, leaders can develop a focused plan of action as follows
Assess the unit. Observe those in the unit, gather feedback, and conduct focus group sessions of
the workplace. Chaplains may assist with ethical climate assessment through informal means or
by use of ethical climate assessment surveys (see GTA 22-06-001).
Analyze gathered information to identify what needs improvement. After identifying what needs
improvement, begin developing courses of action for improvements.
Select a plan of action to correct identified weaknesses. Gather important information, assess
limitations and risks associated with the various courses, identify available key personnel and
resources, and verify facts and assumptions. Attempt to predict outcomes for each possible course
of action. Based on predictions, select several leader actions to address target issues.
Execute the plan of action by educating, training, or counseling subordinates; instituting new
policies or procedures; and revising or enforcing proper systems of rewards and punishment.
Periodically reassess the chosen actions.

BUILDING TRUST AND COHESION

6-31. Trust and cohesion are characteristics of the Army culture that have direct impacts on climate. Leaders
encourage subordinates to work together for the greater good while promoting pride in organizational
accomplishments. Subordinates trust leaders who underwrite their good faith efforts to act in accordance with
their leaders' intents. If the outcome is not what the leader expects, the leader and subordinate discuss the
problem and develop a strategy to get back on track.
6-32. Trust also follows when a team appreciates a concerted, honest effort even when the results are
incomplete. Army members gain confidence in leaders who enable them to achieve standards and demand
quality performance. Leaders build cohesive teams by setting and maintaining a collective mindset among
team members and enabling successful performance.
6-33. Conflict occurs when people disagree about ideas or feel their interests are threatened. Conflict does
not require the involvement of two people, nor is it necessarily based on facts. One person may be in conflict
with another, without the second person realizing it or being at fault. Leaders should identify and resolve
conflict before it affects personal and organizational functioning, good order and discipline, and cohesion.
6-34. Leaders should be able to resolve two kinds of conflicts: work-related and personal. Any given conflict
is likely to contain some level of both elements. Work-related conflict can stem from disagreement over a
course of action, workload perceptions, or the best steps for completing a specific task. Personal conflicts
generally stem from people who do not like or respect each other or some perceived grievance based upon
individual behavior. Leaders need to develop the skills to address both types of conflicts as rapidly and
effectively as possible. Conflicts that simmer lower the morale and duty performance of those involved and
can corrode an organizational cohesion when not quickly addressed.

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 Develops

ENCOURAGING INITIATIVE
6-35. Encouraging subordinates to exercise initiative can be a significant challenge. Those who are not in
leadership positions are sometimes reluctant to recognize when a situation calls for them to accept
responsibility and step forward. Climate largely shapes the degree to which unit members feel comfortable
exhibiting initiative and providing input. Leaders create the conditions for initiative by guiding others in
thinking through problems for themselves.

DEMONSTRATING CARE FOR PEOPLE

6-36. The nation entrusts the Army leader with its most precious commodity, its sons and daughters. Army
leaders embrace this responsibility and keep the well-being of their subordinates and their families in mind.
There are times when leade way; this is not because they do not care for
them, but because they have a duty to the Nation. Leaders also care for subordinates by maintaining their
training level so in the event of combat they are well prepared.
6-37. Leaders who respect those with whom they work will likely garner respect in return. Simple actions

in morale and actively seeking honest feedback about the health of individuals and the organization indicate
care.

ESPRIT DE CORPS, TRADITION, AND HISTORY

6-38. Historians describing great armies often focus on weapons, equipment, and training. They may mention
advantages in numbers or other factors easily analyzed, measured, and compared. However, many historians
place great emphasis on two factors not easily measured: esprit de corps and morale.
6-39. Esprit de corps is a traditional military expression that denotes the collective camaraderie and cohesion
within a unit. Morale is associated with an individual's sense of well-being mental, spiritual, and physical.
Esprit de corps and individual morale are critical factors affecting mutual trust, cohesive teamwork, and the
commitment to persevere through adversity, challenges, and setbacks. Focus on customs, courtesies,

Whether engaging enemy forces, establishing security for a lasting peace, or rebuilding a community
devastated by natural disaster, esprit de corps helps organizations overcome adversity and challenges.
Leaders who demonstrate genuine concern for the welfare of their subordinates strengthen morale. However,
leaders breed cynicism, compromise mutual trust, and degrade morale if they allow disconnects between
their words and deeds to occur.
6-40. Leaders who foster tradition and an awareness of history build camaraderie and unit cohesion,
becoming esprit de corps. Army members draw strength from knowing they are part of long-standing

to a long line of Soldiers. The uniforms, official ceremonies, music, salutes, military titles, organizational
history, and the Army Values are reminders of tradition. This sense of belonging lives in many veterans long
after they have left service. For many, service to the Nation remains the single most significant experience
of their lives.
6-41. Unit names such as the Big Red One, All American, Keystone Division, and Rainbow Division carry
extensive histories and traditions. To sustain tradition, leaders pass on the history that surrounds unit crests,
becomes integral to every
member of the Army team.
6-42. Table 6-2 on page 6-8 summarizes the competency creates a positive environment.

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 Organizational Leadership

Institutionalize change (modify policies or procedures).

COMMUNICATES
9-12. Leaders are responsible for ensuring shared understanding. They should share information as much as
possible with their organization and subordinates. An open, two-way exchange of information reinforces
sharing team values and encourages constructive input.
9-13. Communicating openly and clearly with superiors is important for organizational leaders.
Understanding the intent, priorities, and thought processes makes anticipating future planning and resourcing
priorities easier. Understanding the direction of the higher headquarters reduces course corrections at lower
levels, thus minimizing friction and maintaining a stable organizational tempo and climate.

Using the Staff as a Communications Tool

9-14. Organizational leaders need to understand what is happening within their organization, developing
laterally, and unfolding within the next two higher echelons. Networking between staffs gives organizational
leaders a broader picture of the overall operational environment. Coordination allows leaders to constantly
interact and share thoughts, ideas, and priorities through multiple channels, creating a more complete picture.
With reliable information, staffs can productively turn policies, concepts, plans, and programs into achievable
results and quality products.
9-15. By interacting with the next-higher s
and impending shifts in focus or guidance. This helps inform their own organizational requirements and
changes. Constantly sensing, observing, questioning, and actively listening enables organizational leaders to
identify and solve potential problems or to avoid them. Communication allows them to anticipate decisions
and put their organization in the best possible position in time and space to appropriately respond and execute.

Using Persuasion to Build Teams and Consensus

9-16. Persuasion is an important communication method for organizational leaders. Well-developed skills
of persuasion and openness to working through controversy help organizational leaders overcome resistance
and build support in a positive manner. By reducing grounds for misunderstanding, persuasion reduces time
wasted overcoming unimportant issues. Persuasion is an important method of extending influence. Working
through controversy in a positive, open way overcomes resistance to an idea or plan and builds support. By
demonstrating these traits, organizational leaders provide an example that subordinates can use in self-
development. In some circumstances, persuasion may be inappropriate. During operations, leaders must often
make decisions quickly, requiring a more direct style when leading and deciding on courses of action.

DEVELOPING
9-17. Comparatively, organizational leaders take a long-term approach to developing the entire organization.
They prepare their organizations for the next quarter, next year, or five years from now. The responsibility

organizational and strategic levels. Leaders at the organizational level rely more on indirect leadership
methods, which can make leading, developing, and achieving more difficult.

CREATES A POSITIVE ENVIRONMENT

9-18.
through choices, policies, and programs. Leaders in organizational leadership positions determine the
organizational climate by assessing the organization from the bottom up. An organizational leader can initiate
command climate surveys to collect climate input while protecting individual anonymity. Organizational-
level leaders ensure company commanders meet requirements for initial and annual climate surveys (see
AR 600-20). These leaders should assess subordinate command climate results and supplemental indicators
such as instances of misconduct. With a completed assessment, the leader can provide clear guidance and
focus (purpose, direction, and motivation) to move the organization toward the desired end state.

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Chapter 9

9-19. Characteristics of successful organizational climates include a clear, widely known purpose; well
trained, confident Soldiers and DA Civilians; disciplined, cohesive teams; and trusted, competent leaders. It
is a climate that adheres to and promotes the Army Values and fosters the Warrior Ethos, encourages learning,
promotes creativity and performance, and establishes cohesion. To create such a climate, organizational
leaders recognize mistakes as opportunities to learn, create cohesive teams, and reward leaders of character
and competence with increasing responsibilities. Organizational leaders value honest feedback and constantly
use available means to maintain a feel for the organization. Special staff members including equal opportunity
advisors, chaplains, medical officers, and legal advisors assist the organizational leader with maintaining a
positive environment.

PREPARES SELF
9-20. The demands on leaders vary at different levels. While leader competencies stay the same across levels,
moving from direct to the organizational level requires a shift in approach. What may occupy a great deal of
-to-face supervision of Soldiers) involves less time at higher
levels. Certain technical skills vital to a direct leader will be of less importance to an organizational leader
who must spend time on system-wide issues. Leaders need to accustom themselves to rely on less direct
means of direction, control, and monitoring to aid their transition in the scope and breadth of responsibilities.
9-21. Organizational leaders keep a focus on where the organization needs to go and what leaders must be
capable of accomplishing. As role models, they develop themselves and actively counsel their subordinate
leaders about their professional growth. Organizational leaders continue to seek broadening experiences to
expand their knowledge, skills, and capabilities. At the organizational level, leaders ensure that systems and
conditions are in place for objective feedback, counseling, and mentoring for all organization members,
including themselves.
9-22. Self-aware organizational leaders who know their organizations generally achieve high quality results
and do not shy away from asking close subordinates to give informal feedback as part of an open, transparent
assessment and feedback effort. When they are part of official AARs, organizational leaders should invite
subordinates to comment on how the leaders could have made things better. Subordinates easily spot errors
by organizational leaders since these errors often affect those lead. Consequently, admitting, analyzing, and
lea just as leaders
at other levels reflecting, learning, and applying corrective actions in operations is critical for effectiveness.

DEVELOPS OTHERS
9-23. Organizational-level leaders are stewards of the Army profession. They fulfill this function by placing
a high priority upon investment in future leaders at all levels. Leader development is an investment required
to maintain the Army as a profession and is a key source of combat power. Organizational leaders set
conditions for a robust leader development system and create conditions that enable organization members
to learn from their experiences and those of others. They rely on conditions that use learning as well as self-
development through various procedures such as 360 assessments. To strengthen learning, organizational
leaders can make numerous avenues available for lifelong learning: assignment-oriented training,
simulations, learning centers, and virtual training.
9-24. Organizational leaders determine the potential of others. This takes awareness of others and flexibility
to build on strengths and address weaknesses. Developing others at this level is challenging; the
organizational leader has to balance the criticality of the task and the developmental needs of all subordinates.
Another consideration for organizational leaders is how and what individuals need to learn. Learning in
challenging situations may be a good way for leaders to learn from failure, but others need to experience
more successes than failures to develop self-confidence and initiative. Organizational leaders lead, coach,
and mentor subordinate leaders.

Building Team Skills and Processes

9-25. Organizational leaders recognize that the Army is a team of teams, composed of numerous functional
organizations. These organizations perform necessary tasks and missions that coordinate the effort of all

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