MSL101L09 Army Leadership SR.pdf

P urpose 1 3 purpose gives subordinates the reason to

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P URPOSE 1-3. Purpose gives subordinates the reason to achieve a desired outcome. Leaders should provide clear purpose for their followers. Leaders can use direct means of conveying purpose through requests or orders.
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Chapter 1 1-2 ADRP 6-22 1 August 2012 D IRECTION 1-4. Providing clear direction involves communicating what to do to accomplish a mission: prioritizing tasks, assigning responsibility for completion, and ensuring subordinates understand the standard. Although subordinates want and need direction, they expect challenging tasks, quality training, and adequate resources. They should have appropriate freedom of action. Providing clear direction allows followers to adapt to changing circumstances through modifying plans and orders through disciplined initiative within the commander’s intent. M OTIVATION 1-5. Motivation supplies the will and initiative to do what is necessary to accomplish a mission. Motivation comes from within, but others’ actions and words affect it. A leader’s role in motivation is to understand the needs and desires of others, to align and elevate individual desires into team goals, and to inspire others to accomplish those larger goals. Some people have high levels of internal motivation to get a job done, while others need more reassurance, positive reinforcement, and feedback. 1-6. Indirect approaches to motivation can be as successful as direct approaches. Setting a personal example can sustain the drive in others. This becomes apparent when leaders share the hardships. When a unit prepares for a deployment, all key leaders should share in the hard work. This includes leadership presence at night, weekends, and in any conditions or location where subordinates are working. I MPROVE THE O RGANIZATION 1-7. Improving for the future means capturing and acting on important lessons of ongoing and completed projects and missions. Improving is an act of stewardship, striving to create effective, efficient organizations. Developmental counseling is crucial for helping subordinates improve performance and prepare for future responsibilities. Counseling should address strong areas as well as weak ones. Part Three provides information on counseling. Two proven techniques that involve subordinates in assessing for improvement are in-progress reviews and after action reviews (AAR). FOUNDATIONS OF ARMY LEADERSHIP 1-8. The foundations of Army leadership are grounded in history, loyalty to the nation and the Constitution, accountability to authority, and evolving Army doctrine. To enable leaders to become competent at all levels of leadership, the Army identifies three categories of core leader competencies: lead, develop, and achieve. These categories and their subsets represent the roles and functions of leaders.
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