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FM22ol 00

ARMY LEADERSHIP

Headquarters, Departmentof the Army
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FORI,~'WOPd) Soldiers represenl whaCsbest about our Army.Dayin aod (lay out, in tile dark and mudand in t:araway places, riley execute tough missions ,,'.hene;er and wherexur Nation calls. They deserve ot!r veQ" best--leaders of character and comI~etence uho lo achieve exceiiencc. That theme resuauds tl!roughout FM22-i00..,'~m_~ 1 cadersbip and echoes our time-llonored principle o]!BE. KNOW, DO, This leadership manual lays out a framev¢orklhat (Ipplies 1o all /'.rnl3 leaders--officer ,anti NCO.miliia~, and civilian, active and reserve comptment: At lbe core of ~m Icaderst~ip d0ct6ne are the same Am~y ~alue~ embedded in our lbrce: Io)ahy duty. rcspccL selfless service, hmmr, integrity: and personal courage (1 DRSIIIP). l}ame~ork also outlines physical meula], and emotkmal a~lribuies lhat u>gether wi~h values R~m~ character~what a leader must Being a person of character is fimdamcmal to our Arm3. Whamakes Arm}l,:aders of comt~eteneeareskillswitltpei~ple, ideas~fiiings, midWarfigb!i!ig. ~,\ e rel;:r io iho~e sets Of skills as inte~er~onal~ conceptual; technical, alld tactical. Many comm(~n are to leaders in nil situati0ns;some additional skills are require d 16r those Who gain increasi~!g responsibility. Leaders of ctiaracte~ and compclcoceare those wilb lhe appropriate skilta leaders who KNOW their people, their cfluipment, and their prol?s:4i(m into leader actions. Am~y leaders ird]uence peoPle-by providing p!lq~ose' direc~iop., and

motivation~wiiile operat~!!g to accomplish tl m miss{0n and impro~t~g ihe orga~i aft m Leaders iaspire others tm~wrdcommon goals and oever 10se sigl!i ot {be fimwe e~e~ as they labor tirelessly for the demands ofioda3. Thai i:~ whai we cxpecl our leaders {¢ DO Unlike {tle previous editioos, this leadership maaoa]coxers |hrec levels of !eadersh{p direct, organia~li,arlal, alld strategic. While tile skills aild aciio!~s !!ecessa ib! ieader.a~~t~ D, success at the direct level cc, otinae to be importam higher le',els. at s{ri!tegic leaders ucudadditional skills to pcrtbrnl iu d~eir morecomplex role',. I arge Army leaders t¢* read this manualdloro!~gb!5 Stll(t 3 it ~tm.-fidly~ ~mdt~ ic}~ i~ , f~dthfidly. But above all. [ chatleage yuu t¢ be ]c tdms of character and competem:~ ~vi,~ lead others to excellence. Whether supporting, training, or fighting, ~Xmeri~ le<~ks to you a to B~.KNO~.and DOwhat b right.

[RICK~tllNSEtl ('hiefofSlaff

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*FM 22-100
Field Manual No. 22-100 Hcadquartcrs Department of ~he Army Washington, DC, 3]_ August 1999

ArmyLeadership
Contents
Examples ....................................................................................................... Preface ......................................................................................................... Page v vii

THE ARMY LEADERSHIP FRAMEWORK ................................................ Leadership ..................................................................................... Defined BE, KNOW, DO ............................................................................................ Levels Leadership of .................................................................................. LeadersLeaders of .................................................................................... Leadership Command and ,. ...................................................................... Subordinates ............................................................................................. The Payoff: Excellence .............................................................................. Summary ................................................................................................... THE LEADER AND LEADERSHIP: WHAT THE LEADER MUST BE, KNOW, ......................................................................................... AND DO CHARACTER: A LEADER BE................................................ WHAT MUST Army ................................................................................................. Values Leader Attributes ....................................................................................... Focus Character on ................................................................................... COMPETENCE: A LEADER KNOW WHAT MUST .................................... LEADERSHIP: A LEADER DO............................................. WHAT MUST Influencing ................................................................................................. Operating ................................................................................................... Improving ................................................................................................... SUMMARY .................................................................................................

1-2 1-4 1-6 1-10 1-13 1-14 1-15 1-17 1-19

2-1 2-2 2-2 2-10 2-19 2-24 2-26 2-27 2-27 2-28 2-28

DISTRIBUTION RESTRICTION: Approved public release; distribution is unlimited. for

"This publicationsupersedes 22-100,31 July 1990;FM FM 22-101,3 June1985;FM 22-102,2 March 1987;FM 22-103,21 June1987;DAPam 600-80,9 June1987;and DAForm 4856,June1985.

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Contents_

3-1 THE DIMENSION HUMAN ......................................................................... 3-1 People, Team, theInstitution the and ......................................................... Combat ............................................................................................. 3-6 Stress The Stress Change of .................................................................................. 3-8 Climate Culture and ................................................................................... 3-12 Leadership ...................................................................................... 3-15 Styles 3-18 intended Unintended and Consequences ................................................ Summary ................................................................................................... 3-19

DIRECT LEADERSHIP SKILLS ................................................................. 4-2 Interpersonal ...................................................................................... 4-2 Skills Conceptual ......................................................................................... 4-6 Skills Technical .......................................................................................... 4-11 Skills 4 Tactical ............................................................................................. -12 Skills Summary ................................................................................................... 4-14 DIRECT LEADERSHIP ............................................................. ACTIONS 5-1 Influencing ...................................................................................... 5-1 Actions Operating ........................................................................................ 5-8 Actions Improving ...................................................................................... 5-13 Actions Summary ................................................................................................... 5-27

6-1 ORGANIZATIONAL ............................................................ LEADERSHIP WHAT TAKES LEAD IT TO ORGANIZATIONS--SKILLS ............................ 6-3 Interpersonal ...................................................................................... 6-3 Skills 6-5 Conceptual .................................................. : ...................................... Skills Technical ............................................................................................ 6-9 Skills 6 Tactical ............................................................................................. -10 Skills WHAT TAKES LEAD IT TO ORGANIZATIONS--ACTIONS ....................... Influencing .................................................................................... Actions Operating ...................................................................................... Actions Improving ...................................................................................... Actions 6-12 6-12 6-18 6-25

A HISTORICALPERSPECTIVE ORGANIZATIONAL OF 6-29 LEADERSHIP--GENERAL KOREA RIDGWAY IN ..................................... SUMMARY ................................................................................................. 6-32 STRATEGIC ........................................................................ LEADERSHIP STRATEGIC SKILLS LEADERSHIP ............................................................. Interpersonal ...................................................................................... Skills Conceptual ......................................................................................... Skills 7-1 7-2 7-2 7-7

,,

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Contents

Technical .......................................................................................... 7-10 Skills 7-13 STRATEGIC LEADERSHIP ....................................................... ACTIONS 7-13 Influencing Actions Operating ...................................................................................... 7-18 Actions Improving ...................................................................................... 7-22 Actions A HISTORICALPERSPECTIVE STRATEGIC OF LEADERSHIP-7-26 GENERAL THEARMY OF MARSHALL DURING WORLD I1 ............ WAR SUMMARY ................................................................................................. 7-28 A-1 Roles Relationships and .......................................................................... Authority ...................................................................................................... A-3 A-4 Responsibility and Accountability ............................................................... A-4 Communications Chain Command and the of .......................................... A-5 .......... The Noncommissioned Support Officer Channel ...................................... DA Civilian Support ..................................................................................... A-5 B-1 Performance ............................................................................ Indicators B-2 Values .......................................................................................................... B-3 Attributes ..................................................................................................... B-3 Skills ............................................................................................................ B-4 Actions ......................................................................................................... C-1 Developmental ...................................................................... Counseling C-1 The Leader's Responsibilities ..................................................................... C-2 The Leadera Counselor as ........................................................................ C-3 Leader Counseling ............................................................................ Skills C-5 The Leader's Limitations ............................................................................. Types Developmental of Counseling ......................................................... C-7 Approaches to Counseling ....................................................................... C-10 Counseling Techniques ............................................................................ C-11 C-12 The Counseling ........................................................................... Process Summary ...................................................................................................C-16 C-17 The Developmental Counseling ...................................................... Form D-1 D-2 D-4 E-1 Character Development ............................................................................ F-1 The Constitution United of the States ..................................................... SourceNotes-1 Source ........................................................................... Notes G Glossary .......................................................................................... lossary-1 Bibliography .............................................................................. Bibliography-1 Index-1 Index ..................................................................................................... A Leader of Action theECAS Plan and .................................................. Preparation ECAS of an .............................................................................. Preparation Leader of Action of a Plan .......................................................

........

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Examples

Page

1-8 COL Chamberlain at Gettysburg ....................................................................................................... 1-16 Small Leaders' Unit Initiativein Normandy .................................................................................... 2-3 GEN Washington at Newburgh .......................................................................................................... Duty Korea in ......................................................................................................................................2-4 2-6 GA Marshall Continues ....................................................................................................... to Serve 2-8 MSG and ShughartSomalia Gordon SFC in .................................................................................... 2-10 WO1 Thompson ................................................................................................................ at My Lai The to Persevere Will ........................................................................................................................ 2-11 2-13 The Reaction ............................................................................................................ Quick Platoon 2-15 GA Eisenhower SHAEF Forms ......................................................................................................... Self-Control ..................................................................................................................... 2-17 in Combat 2-18 BG Jackson BullRun at First ........................................................................................................... 2-19 Character and Prisoners .................................................................................................................. The of the ..................................................................................................................... 2-20 Battle Bulge 2-20 GA Eisenhower's .............................................................................................................. Message 2-22 The Qualification .................................................................................................................. Report 3-2 Soldiers Our Are Credentials ............................................................................................................. 3-4 The DivisionLeyte 96th on ................................................................................................................. The Company K Visit.......................................................................................................................... 3-5 3-6 Task RangerSomalia, ................................................................................................ Force in 1993 3-8 Mix-upthe at Crossroads ................................................................................................................... 3-10 "Superior Technology", .................................................................................................................... 3-13 Changing Climate--TheSquad a Unit New Leader ....................................................................... 4-3 The Checking ....................................................................................................................... Account 4-5 The Rifles Rusty Incident ................................................................................................................... 4-6 Finding Real the Problem ................................................................................................................... Pulling Dragons' ....................................................................................................................... 4-7 Teeth The Test EFMB.................................................................................................................................. 4-10 4-11 Technical intoCombat ................................................................................................ Skill Power Task Kingston Force ......................................................................................................................... 4-13 5-5 Solving a Training ................................................................................................................ Problem 5-9 An Implied Mission Leader of Action and Plan ................................................................................ 5-10 Brief Solutions, Problems Not ......................................................................................................... Trust ......................................................................................................................................5-19 Earned 5-22 Replacements ................................................................................................................. in theETO

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Examples

Page 5-22 Reception on Christmas Eve ........................................................................................................... 5-24 SGT ............................................................................................................................................ York 6-4 KnowingPeople Your ......................................................................................................................... 6-6 GEN and End theCivilWar Grant the of ........................................................................................... 6-8 DA Civilian Support to Deser[ ................................................................................................ Shield 6-8 Innovative Reorganization ................................................................................................................. 6-11 GEN at Vicksburg Grant ................................................................................................................... 6-14 The Commander's ........................................................................................................... Notebook 6-18 The 505th Parachute InfantryRegimentNormandy at .................................................................. 6-20 The "Paperwork ................................................................................................................... Purge", 7-5 AlliedCommand theBattle theBulge During of .............................................................................. Strategic Flexibility Haiti in ................................................................................................................ 7-9 7-12 ShowForce thePhilippines of in ..................................................................................................... 7-14 Combat from Good .................................................................................................... Power a Idea The Decision D-Day .......................................................................................................................... 7-16 7-19 Multinational Allocation Resource .................................................................................................. 7-22 World 11 War Strategic Assessment ................................................................................................ Change Vietnam After ....................................................................................................................... 7-25

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Preface
Tbe Army consists of the active component, AzmyNational Guard, Army Rasmwe, and Department of the ,~'my (DA) civilians. It's the world's premier land combat tbrce~a full-spectrum force trained and ready to answer the nation's call. Tbe Army'sfoundation is confident and competent leaders of character. This manual is addressed to them and to those who train and develop tlmm. PURPOSE FM22-100 is a single-source reference for all Army leaders. Its purpose is threetbld: ¯ To provide leadership doctrine ibr meeting mission requirements under all conditions. ¯ To establish a unified leadership theory tbr all Azmy leaders: military and civilian, active and reserve, officer and enlisted. ¯ To provide a comprehensiveand adaptable leadership rasource for the Armyof the 21st century. As the capstone leadership manual for the Army,FM22-100 astablisbas ~:he Army's leadership doctrine, the fundamental principles by which Army Ieaders act to accompIish the mission and take care of their people. The doctrine discusses howArmy values form the basis of character. In addition, it links a suite of instruments, publications, and initiatives that the Armyuses to develop leaders. Anmng these AR600-100, which establishes training. the basis ibr leader development doctrine and

DAPam350-58, which describes the Army's leader development ~nodeL DAPam600-3, whicb discusses qualification criteria and outlines development and era'ear management progrmns tbr commissioned officers. ¯ DAPam600-11, which discasses qualification criteria and outlines development and career managementpro~'ams for win'rant oi~cers. ¯ DAPam600-25, which discusses noncmnmissionedofficer (NCO)career developmont. ¯ DAPam690-46, whicb discasses mentoring of DAci~dlians. ¯ The TRADOC Cmnmon Core, which lists tasks that military and DAcivilian leaders must perform and establisbas who is responsible tbr training leaders to perform them. ¯ Officer, NCO,and DAcivilian evaluation reports. FM22-100 also serves as the basis ibr future leadership and leader developmentinitiatives associated wi~h the three pillars of the Army's leader development model. Specifically, FM22-100 serves as-¯ The basis for leadership assessment.

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Preface

The basis for developmental counseling and leader development. The basis thr leadership evaluation. A reference for leadership development in operational assignments. A gnide for institutional instractiou at proponent schools. A resource lbr individual leaders' self-development goals and initiatives. FM22-100 dh'ectly supports the .M'my'skeystone manuals, FM100-1 and FM100-5, which describe the Army its missions. It contains principles all Army and leaders use when they apply the doctrine, tactics, techniques, and precedures established in the following types of doctrinal publications: Combinedarms publications, which describe the tactics and techniques of combined arms forces. Proponencypublications, which describe doctrinal principles, tactics, teclmiques, and collective training tasks for branch-oriented or functional units. " Employmentprocedure publications, which address the operation, employment, and maintenance of specific systems. ¯ Soldier publications, which address soldier duties. ¯ Reference publications, which tbcus on procedures ~as opposed to doctrine, tactics, or techniques) i~or managing training, operating in special enviromnents or agaiust specific tb reals, providing leadership, and performing fundamentaltasks. This edition of FM22-100 establishes a unified leadership theory for all Army leaders based on the Armyleadership frameworkand three leadership levels. Specifically, it" Defines and discusses Army values and leader attributes. Discusses character-based leadership. Establishes leader attributes as part of character. Focuses on improving people and organizations for the long term. Outlines three levels of leadership--direct, organizational, and strategic. Identifies four sldll domainsthat apply at all levels. Specifies leadership actions ibr each level. The 2M'my leadership framework brings together mauyexisting leadership concepts hy establishing leadership dimensions and showing how tbey relate to each other. Solidly based on BE, IcANOW, DO--that is, character, competence, and action--the Armyleadership framework provides a single instrument for leader development. Individuals can use it tbr seltXdevelopment. Leaders can use it to develop subordinates. Commanders use it to ibcus their progcams. By establishing leadecship dicau mensionsga'onped under the skill domainsof values, attributes, skills, m~dactions, the Armyleadership t'ramework provides a simple w~ to think about and discuss leadership. The Armyis a values-based institutiou. FM22-100 establishes and clarifies those values. Army leaders must set high standards, lead by example, do what is legally and morally right, and influence other people to do the same. They must establish and sustalu a climate that ensures people are treated with digaiity and respect and create an environment in which people are challenged and motivated to be all they can be. FM 22-100 discusses these aspects of leadership and hmvthey contribute to developing leaders of character and competence. These are the leaders whomakethe .%'mya trained and ready lbrce prepared to fight and win the nation's wars,

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.Preface

The three leadership levels--direct, organizational, and strategic--reflect the different challenges facing leaders as they move into positions of increasing responsibility. Direct leaders lead thee to face: they are the Army's first-line leaders. Organizational leaders lead large organizations, usually brigade-sized and larger. Strategic leaders are the Army's most senior leaders. They lead at the major command national levels. and Unlike previous editians of FM22-100--which focused exclusively on leadership by unifbrmed leaders at battalion level and below--this edition addresses leadership at all levels and is addressed to all Army leaders, militm'y and DA civilian. It supersedes tbur publications--FM 22-101, Leadership Co~nseling; FM22-102, Soldier Team Develop~aent; FM22-103, Leadership aad Comma~d Senior Levels; and DAPam at 600-80 Executive Leade~hip--as well as the previous edition of FM22-100. A comprehensive reference, this manual shows bowleader skills, actions, and concarns at the different levels are linked and allows direct leaders to read about issues that affect organizational and strategic leaders. This intbrmation can assist leaders serving in positions suppm:ting organizational and strategic leaders and to otlmr leaders wbo must work with members organizational- and strategic-level stal't's. of FM22-100 emphasizes self-development and development of subordinates. It includes performanceindicators to help leaders assess the values, attributes, sldlls, and actions tbat the rest of the manual discusses. It discusses developmental ceunseling, a sldll all ~-myleaders must perfect so they can mentor their subordinates and leave their arganization and people better than they found them. FM22-100 prescribes DA Farm 4856-E (Developmental Counseling Form), which snpersedes Form 4856 (General Counseling Form). DAForm 4856-E is designed to support leader development.Its format lbllows the ceu nseling steps outlined in AppendixC. FM22-100 offers a fran~ework tbr howto lead and provides points for Armyleaders to cansider when assessing and developing themselves, their people, and tbeir ganizations. It doesn't presumeto tell A~-my leaders exactly howthey should lead every step of the way. They must he themselves and apply this leadership doctrine as appropriate to the situations they face.

SCOPE
FM22-100 is divided into three parts. Part I (Chapters 1, 2, and 3) discusses leadership aspects common all ~M'my to leaders. Part II (Chapters 4 and 5) addresses the skills and actions required of direct leaders. Part III (Chapters 6 and 7) discusses the skills and actions required of ergaaizational and strategic leaders. The manualalso includes six appendixes. Chapter i defines Army leadership, establishes the .4~'my leadership fran~ework, and describes the three Army leadership levels. It addresses the characteristics of an Armyleader (BE, I~N OW, DO), the importance of being a good subordinate, and how all Army leaders lead other leaders. Cbapter i concludes with a discussion of moral and collective excellence. Chapter 2 examines character, competence, and leadership--what an Armyleader must BE, t~'qOW, and DO. The chapter addresses character in terms of Armyvalues and leader attributes. In addition, it describes character developmentand howcharacter is related to ethics, orders--to include illegal orders--and beliefs. Chaptar 2 cancludes by introducing the categories of leader skills--interpersanal, conceptual,

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technical, and tactical--and the categories of leader actions--influencing, operating, and improving. Chapter 3 covers the humandimension of leadership. The chapter begins by discussing discipline, morale, and care of subordinates. It then addresses stress, both combat- and change-related. Discussions of organizational climate, institutional culture, aud leadership styles follow. Chapter 3 concludes by examining intended and unintended consequencesof decisions and leader actions. Chapters 4 and 5 discuss the sldlls and actians required of direct leaders. The skills and actions are grouped under the categories introduced at the end of Chapter 2. Chapters 6 and 7 provide an overview of the skills and actions required of organizational aud strategic leaders. These chapters intreduce direct leaders to the concerns faced by leaders and staffs operating at the organizational and strategic levels. Like Chapters 4 and 5, Chapters 6 and 7 gn'oup skills aud actions under the categories iutraduced in Chapter 2. AppendixA outlines the roles and relationships of cnmmissioned,win'rant, and noncommissioned officers. It includes discussions of authority, responsibility, the chain of command,the NCO support channel, and DAcivilian suppm't. Appendix B lists performance indicators for Armyvalues and leader attribates, skills, and actions. It provides general examples of what Armyleaders must BE, I~NOW,and DO. AppendixC addresses developmentalcounseling in detail. It begins with a discussion of the chm'acteristics of a good counselor, the skills a counselor requires, and the limitations leaders face when they counsel subordinates. The appendix then examines the types of developmental counseling, counseling appraaches, and counseling techniques. AppendixC concludes by describing the counseling process and explaining how to use DAForm 4856-E, the Developmental Counseling Form. AppendixD explains howto prepare a leader plan af action and provides an example of a direct leader preparing a leader plan of action based on intbrmation gathered using an ethical climate assessment survey (ECAS).The example explains how to conduct an ECAS. Appendix E discusses howArmyvalues contribute to character development and the importance of developing the chm'acter of subordinates. AppendixF contains a copy of the Constitution of the United States. All membersof the A~'mytake an oath to "support and defend the Constitution of the United States." It is included so it will be immediatelyavailable for Army leaders.

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~Preface

APPLICABILITY
FM22-100's primm:yaudience is direct leaders, military leaders serving at battalion level and below and DAcivilian leaders in comparable organizations. However, FM 22-100contains doctrine applicable at all leadership levels, to all military and DA civilian leaders at' the Azmy. The proponent of this publication is Headqnarters (HQ), TRADOC. Send comments and recommendations on DA Farm 2028 directly to Commander, US Army Combined Arms Center and Fort Leavenworth, Center far Army Leadership, ATTN: ATZL-SWC, Fort Leavenworth, KS 66027-2300. Unless this publication states otherwise, masculine nouns and pronouns do not reihr exclusively to men. This pubiication contains copyrighted material.

ACIiNOWLEDG1VfENTS
The copyright owners listed here have granted permission to reproduce material £rmn their works. Other sources of quotations and material used in examples are listed in the source notes. The quotations in Chapters i and 2 from Geoffrey C. Ward, The Civil War: Aa Illustrated Histo~5' (NewYork: Knopf, 1990} are reprinted with permission of the pubIisher. Portions of the example Task Force Kingston are reprinted from ARMY Magazine, April 1964. Copyright © 1964 by the Association of the United States du-myand reproduced by permission. The quotation by Thomas Jackson in Chapter 2 is reprinted from Robert D. Heinl, J. Dictionary of Milita~3, and Naval Quotations (Annapolis: USNaval Institute Press, 1988). The quotation by Dandridge M. Malone in Chaptar 2 is reproduced from Dandridge M. Malone, Small Unit Leadership: A Co~nmonsense Approach (Novato, Calif:: Presidio Press, 1983). The quotations hy Theodore Roosevelt in Chapter 5 and Dwight D. Eisenhower in Chapter 7 are reprinted from John C. Maxwell, Leadershit~ 101--Ias'pirational Quotes and hlsights fro" Leaders (Tulsa, Olda.: Honor Books, 1994). The quotation by Arleigh Burke in Chapter 7 is reproduced from Karel Mentor and others, Naval Leadership: Voices of Experiences (Annapolis: US Naval Institute Press, 1.987). Excerpts from WAR I I~qEWIT by General George S. Patton. Copyright © 1947 AS by Beatrice Patton Waiters, Ruth Patton Torten, and George Smith Torten. Copyright © renewed 1975 by Major General George Patton, Ruth Patten Torten, John K. Waters Jr., and George P. Waters. Reprinted by permissien ot'I-tmlghton Mifflin Co. All rights reserved. The quotation by George C. Marshall in Chapter 2 is reprinted from Fattest C. Pod,me, George C. Marsholh Ordeal and Hope 1939-1,942 (NewYork: Viking Press, 1966). Copyright © 1965. ~966 by George C. Marshall Research Foundation.

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Preface_

The quotations by Gordon R. Sullivan in Chapter 7 m'e reprinted from Gordon R. Sullivan and Michael V. Harper, Hope Is No! A Method (NewYork: Times Business, 1996). Copyright © 1996 by Gordon R. Sullivan and Michael V. Hm'per.

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Appendix A

Roles and Relationships
A-1. When Army the speaks of soldiers, it refers to commissioned officers, warrant officers, noncommissioned officers (NCOs/, and enlisted personnel~both men and women. The terms commissioned officer and warrant officer are used whenit is necessary to specifically address ar refer to a p artieular groapo fo fficers. All Army leaders--soldiers and DAcivilians--share the same goal: to accomplish their organization's mission. The roles and responsibilities of Army leaders--cmnmissioned, warrant, noncmnmissioned, and DAci,/llian--overlap. Figure A-1 summarizes them. A-2. Cmnmissioned ot't~cers are direct representatives of the Presideut of the United States. Commissionsare legal instruments the president uses to appoint and exercise direct control over qualified people to act as his legal agents and help him carry out his duties. The Armyretains this direct-agent relationship with the president through its commissioned officers. The commission serves as the basis for a cmnmissioned officer's legal aathority. Commissioned officers cmnm,~md, establish policy, and manage Army resonrces. They are normally generalists who assume pro~'assively broader responsibilities over the course of a career. A-3. Warrant officers are highly specialized, single-track specialty officers whoreceive their authority from the SecretaLw of the Armyupon their initial appointment However, Title 10 USCauthorizes the cmnmissioning of warrant ot'ficers (WO1) upon pronmtion to chief warrant officer (CW2).These commissianedwarrm]t officers are direct representatives of the president of the United States. They derive their authority from the same source as commissionedofficers but remain specialists, in contrast to commissianed officers, whoare generaIists. Warrant o5 ricers can and do command detachmeuts, units, activities, and vessels as well as lead. coach, train, and counsel subm'dinates. As leaders and technical experts, they provide valuable skills, guidance, and ex~pertise to commanders orand ganizations in their particular field. A-4. NCOs, the backbone of the Army, train, lead, and take care of enlisted soldiers. Theyreceive their authority from their oaths of office, law, rank structure, traditions, and regulations. This authority allows them to direct soldiers, take actions required to accomplish the mission, and enfm'ce good order and discipline. NCOsrepresent officer, and sometimes DA civilian, leaders. They ensure their subordinates, along ~vith their personal equipment, are prepared to function as effective unit and team members. While commissioned of'ricers command, establish policy, and manage resources, NCOs conduct the Army's daily bosiness. A-5. :-ks members the executive branch of the of federal government,DAcivilians are part of the Army.They derive their authority fi'om a variety ot' sources, such as commanders,supervisars, Armyregmlations, and Title 5 USC. DA civilians' authority is job-related: they normally exercise authority related to their positions. DA civilians fill positions in staff and base sustaining operations that would otherwise have to be filled by officers and NCOs. Senior DA civilians establish policy and manage Armyrasourcas, but they do not have the authority to command. A-6. The complementary relationship and mutual respect between the military and civilian membersof the Armyis a long-standing tradition. Since the Army'sbeginning in i775, military and DA civilian duties have stayed separate, yet necessarily related. Takenin combination, traditions, functions, and laws serve to delineate the particular duties of military and civilian membersof the Army.

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Appendix A

Commands, establishes policy, and manages resources. Army Integratescollective, leader,andsoldier training to accomplish missions. Deals primarily with units andunit operations. Concentrates unit effectivenessandreadiness. on

Provides quality advice, counsel,andsolutions to supportthe command. Executes policy andmanages Army'ssystems. the Commands special-purpose units andtask-organized operational elements. Focuses collective, leader,andindividualtraining. on Operates, maintains,administers,and manages Army'sequipment, the support activities, andtechnicalsystems. Concentrates unit effectiveness readiness. on and

Trainssoldiers andconducts daily business the Army the of within established policy. Focuses individual soldier training. on Deals primarily with individual soldier training andteam leading. Ensures that subordinate teams,NCOs, soldiers are prepared function as and to effective unit andteammembers.

¯ Establishesandexecutes policy, leadspeople,andmanages programs, projects, and Armysystems. ¯ Focuses integratingcollective, leader,andindividualtraining. on = Operates, maintains,administers,andmanages equipment support, Army and research, technicalactivities. and o Concentrates DA on civilian individual andorganizational effectiveness and readiness.
Figure A-I. Roles and Responsibilities of Commissioned, Warrant, Noncommissioned, and DA Civilian Leaders

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.RolesandRelationships

AUTHORITY
A-7. Authority is the legitimate power of leaders to direct subordinates or to take action within the scope of their positions. Military authority begins with the Constitution, which divides it between Congn'ess and the president. (The Constitution appears in AppendixF.) Con~m'ess has the authority to makelaws that govern the At'my. The presidmxt, as commander in chief, conunands the armed forces, including the Army.Twotypes of military authority exist: cmntnand and general military. Command Authority and re~,m~latione. This broad-based authority also allows leaders to take appropriate corrective actions whenever a memberof any armed service, anywhere, commits an act involving a breach of good order or discipline. AaR600-20, pm'agraph4-5, states this specifically, giving cmnmissioned, warrant, and noncommissioned officers atttbority to "quell all quarrels, frays, and disorders amongpersons subject to military law"--in other words, to maintain good order and discipline.

A-12. MI enlisted leaders bays general military attthsrity. Forexample, dining facility maned A-S. Command the authority is that a comers, platoon sergeants, squad leaders, and tank mander thearmed in farces ]awfully exercises commanders usegeneral military attthority all oversubordinatesvirtne rank assigm- when they issue orders to direct and control by of or merit, Command includes authori~, rethe and their subordinates. Armyleaders may exercise sponsibility effectively for usingavailable general militm'y authority over soldiers frmn resources to organize, direct, coordinate, emdifferent units. pIsy, and control military forces so that the5' accomplish assigned missions. It also includes A-la. Vor N COs, another source of general military aathority stems from the combination of responsibility for health, welfare, morale, and discipline of assigmed personnel. the chain of comnmndand the NCOsupport channel. The chain of command passes orders A-9. Command authority originates with the and policies through the NCO support channel president and may be supplemented by law or to provide authority for NCOs do their job. to regulation. It is the authority that a cemmander lawthlly exercises over subordinates by virtue of rank or assignment. Only commissioned and warrant officers may command Armyunits and installations. DAcivilians may exercise general supervision over m~At'myinstallation or activity; however, they act under the anthsrity of a military supervisor. DA civilians do not command. (AR 600-20 addresses cmmnand authority in more detail.) A-10. Army leaders are gq'anted cmnmand authority when they fill command-designated positions. These normally involve the direction and control of other soldiers and DAcivilians. Leaders in comnmnd-designatedpositions have the inherent authority to issue orders, carry out the unit mission, and care lbr both military membersand DAcivilians within the leader's scope of responsibiiity. General Militm'y Authority A-1I. General military authority originates in oaths of office, la~v, rank structure, traditions, Delegation of Authority A-14. Just as Congress and the presiden~ cannot participate in every aspect of armed forces operations, most leaders cannot handle svew action directly. To meet the organization's goals, ofi]eers deIegate authorikv to NCOs and, when appropriate, to DAciv~ians. These leaders, in turn, may further delegate that authority. A-I& Unless restricted by law, regulation, or a saperiar, leaders mwdelegate any or all of their authority to their subordinate leaders. However, such delegation must fall within the leader's scope of authority. Leaders cannot delegate authority they do nothave and subordinate leaders may no~ assume authority that their superiors do not have, cannot delegate, or have retained. The task or duty to be performed limits the authority of the leader to which it is assigned.

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Appendix A

A-16. When leader is assigned a task or duty, a the anthm'ity necessary to accomplish it accompanies the assi~,mment. When leader delegates a a task or daty to a subordinate, he delegates the requisite authority as well. However, leaders

always retain responsibility tbr the outcomeoi' any taska they assign. They must answer any actions or omissions related to them.

RESPONSIBILITY AND ACCOUNT.A~ILITY
A-17. Nodefinitive lines separate officer, NC0, and DAcivilian responsibilities. Officers, NCOs, and DAcivilians lead ether officers, NCOs, aud DA civilians and help them carry out tbeir responsibilities. Commandersset overall policies and standards, but all leaders must provide the guidance, resources, assistance, and sopervision necessmT for sohordinotes to perform their duties. Similarly, subordinates must assist and advise their leaders. Mission accomplishment demands that oh ricers, NCOs,and DAcivilians work together to advise, assist, aud lem'n from each other. Responsibilities fall into two categories: command and individual. Command Responsibility A-18. Command responsibility refers to collective or organizational accountability and includes how well units perform their missions. For example, a company commanderis responsible for all the tasks and missions assigned to his company;his leade]'s hold him accountable for completing them. Military and DAciviliau leaders have responsibility for what their sections, units, or organizations do or fail to do. Individual Responsibility A-19, :kll soldiers and DAcivilians must account lbr their personal conduct. Commissioned oft]cers, warrant ot'~cers, and DAcivilians assume personal responsibility when they take tt~eir oath. DAcivilians take the same oath as commissioned officers. SoIdiers take their initial oath el" enlistment. Membersof the Armyaccount for their actions to their fellow soldiers or ceworkers, the appointed leader, their uuit or organization, the Army, and the American people.

COMMUNICATIONS AND THE CHAIN OF COMMAND
A-20. Cmnmunication among individuals, teams, units, and organizations is essential to efficient and effective mission accomplishment. As Chapter 4 discusses, two-way communication is more effectix, e than one-waycommunication. Mission accomplishment depends on ialbrmatian passing accurately to and fl'om subordinates and leaders, up and do~vn the chain of commandand NCO support channel, and laterally amongadjacent organizations or activities. In gm'risonoperations, organizations working on the same mission or project should be considered "adjacent." A-21. The A~'m.y has ouIy one chain of command. Through this cliain of command,leaders issue orders and instructions and convey policies. A healthy chain of co~nmand a two-way is communications channel. Its members do more than transmit orders; they cm'ry informalion from within the unit or organization back up to its leader. They furnish information about hew things are developing, notii~ the leader of problores, and provide requests far clm'ification and help. Leaders at all levels use the chain of command-their subordinate Ieaders--to keep their people intbrmed and render assistance. The3, continually facilitate the process of gainlag ~he necessary clarification and solving problems. A-22. Beyond conducting their normal duties, NCOs train soldiers and advise commanderson individual soldier readiness and the training needed to ensure unit readiness. Officers and DA civilian leaders should consult their command sergeant major, first sergeant, or NCO assistant, before implementing policy. Commanders,commissioned and warrant officers, DA civilim~ leadel's, and NCOs mast coutinuMly cmnmunicateto

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Roles Relationships and

avoid duplicating instructions or issuing conflicting orders, Continuous and open lines of communication enable commanders and DA THE NONCOMMISSIONED

civilian leaders to freely plan, makedecisions, and program future training and operations.

OFFICER

SUPPORT

CHANNEL

A-23. The NCO support channel parallels and reinforces the chain of command,NCO leaders work xvitl~ and support the commissioned and warrant officers of their chain of command. For the chain of command work efficiently, the to NCO support ehanneI must operate effectively. At battalion level and higher, tbe NCO support channel begins with the command sergeant major, extends through first sergeants and platoon sergeants, and ends with section chiefs, squad leaders, or temn leaders. (TC 22-6 discusses the NCO support channel.) A-24. The connection between the chain of command and NCO support channel is the senior NCO. Cannnanders issue orders through the chain of command,but senior NCOsmust know and understand the ardors to issue effective finplementing instructions through the NCO support channel. Although the first sergeant and commandsergeant major are not part of the DA CIVILIAN A-26. The Al'my employs DAci~ilians because they possess or develop technical skills that are necessmLy to accomplish some missions. The specialized skills of DA civilians are essential to victory bnt, tbr a variety &reasons,they are difficult to maintain in the unitbrmed components. The Al'myexpects DAcivilian leaders to be more than specialists: they are expected to apply technical, conceptual, and interpersonal skills together to accomplish missions--in a combat theater, if necessary.

formal chain of command,leaders should consalt them on all iudividual soldier matters, A-25. Successful leaders have a good relationship with their senior NCOs,Successful commanders have a good leader-NCO relationship with their first sergeants and commandsergeants major. The need tbr such a relationship applies to platoon leaders and platoon sergeants as well as to st~fff officers and NCOs. Senior NCOs have extensive experience in successfully completing missions and dealing with enlisted soldier issues. Also, senior NCOs can monitor organizational activities at all levels, take corrective action to keep the organization within the boundaries of the commander'sintent, or report situations that require the attention of the officer leadership. A positive relationship between officers and NCOs creates conditions for success.

SUPPORT A-27. While the command sergeant major is the advocate in a unit tbr soldier issues, DA cixdlians have no single advocate. Rather, their own leaders, civilian personnel advisms~center, m" civilian personnel operations center represent them and their issues to the chain of command. Often the senior DA civilian in an organization or the senior DAcivilian in a particular career field has the additional duty of advising and counseling junior DA civilians on job-related issues and career development.

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