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FM 6-22 .docx - STEVENSONS 1 Alex Stevenson MS202 FM 6-22...

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STEVENSONS 1 Alex Stevenson MS202 FM 6-22 Summary by Chapter Chapter 1 The first chapter of FM 6-22 deals with leader development. Strong commitment means that already established leaders in the army need to be committed to developing new leaders. Clear purpose refers to the fact that leader development needs to be clear cut and goal oriented in order to achieve success. Supportive relationships and learning culture basically mean that for leader development to occur there needs to be a strong learning environment established. The fourth tenant refers to the fact that development needs to also take place in in practical experiences. The last tenet states that leaders in development need constructive feedback throughout their development into a leader. There are six leadership requirements addressed in this chapter. The next is Presence under this requirements are military bearing, professional bearing, fitness, confidence, and resilience. After presence comes intellect which includes mental agility, judgement, innovation, interpersonal tact, and expertise. The fourth requirement is achievements. The achievements are integrated tasks, roles resources, getting the results, giving the feedback, improving the performance, and lastly execution and adjustment. The next requirement is to develop, under this requirement falls creating a positive environment, preparing yourself, and developing others. The last requirement is leading, this refers to leading others, building trust, extending influence, leading by example, and communicating. This chapter details leader development and the challenges that are faced.
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STEVENSONS 2 Chapter 2 Chapter two of FM 6-22 deals with program development. Where the benefit of both the organisation and the individual are in question, is the point where the leader's development occurs. Most of the leaders’ development opportunities occur in the organisation. The program of leader development can be leveraged by the opportunities for the development that addresses the goals of the individual and the organisational for development. The comrades are always supposed to be responsible especially with their training and leader development through the providence of a culture where the learning is taking place. Integration has to be the major aspect thing that will keep the commanders and the leaders to help in the integration of the organisational plans of training to the leader development. Roles and responsibilities that help in the development of leaders include: 1. Leaders developing their own subordinates. 2. Senior officers taking the ownership of their cohort’s leader development in the organisation. The civilian leaders, noncommissioned officers and the senior warrant officers are among the senior officers.
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