MSL101L09 Army Leadership SR.pdf

2 9 as with all army leaders the army values guide

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2-9. As with all Army leaders, the Army Values guide officers in their daily actions. These values manifest themselves as principles of action. As a Soldier and leader of Soldiers, an officer adheres to the Soldier’s Creed and the Warrior Ethos. An officer’s responsibility as a public servant is first to the nation,
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Chapter 2 2-2 ADRP 6-22 1 August 2012 then to the Army, and then to the unit and Soldiers. As a professional, the officer is obligated to be competent and stay abreast of changing requirements. The Army expects officers to live the Army Values as leaders of character. 2-10. Warrant officers possess a high degree of specialization in a particular field in contrast to the more general assignment pattern of other officers. Warrant officers command aircraft, maritime vessels, and special units. Warrants provide quality advice, counsel, and solutions to support their unit or organization. They maintain, administer, and manage the Army’s equipment, support activities, and technical systems. Their extensive professional experience and technical knowledge qualifies warrant officers as invaluable role models and mentors for junior officers and NCOs. 2-11. While warrant positions are usually functionally oriented, they lead and direct Soldiers the same as other leaders and staff officers. Senior warrants provide the commander with the benefit of years of tactical and technical experience. Warrant officers functioning at higher levels become systems experts rather than equipment experts. As such, they must have a firm grasp of the environment and know how to integrate the systems they manage into complex operational environments. N ONCOMMISSIONED O FFICERS 2-12. The Army relies on NCOs capable of conducting daily operations, executing complex tactical operations, and making intent-driven decisions. Soldiers look to their NCOs for solutions, guidance, and inspiration. Soldiers count on leaders they trust and admire. Soldiers can relate to NCOs since NCOs advanced through the junior enlisted ranks. They expect them to convey information and provide day-to- day guidance to get the job done. To answer the challenges of the operational environment, NCOs must train Soldiers to cope, prepare, and perform regardless of situation. In short, the Army NCO is a leader of strong character, comfortable in every role. 2-13. NCO leaders are responsible for setting and maintaining high-quality standards and discipline. They are standard-bearers and role models critical to training, educating, and developing subordinates. NCOs are accountable for caring for Soldiers and setting the example for them. 2-14. While preparing Soldiers for missions, NCOs stress fieldcraft and physical hardening. The NCO knows that the tools provided by technology will not reduce the need for mentally and physically fit Soldiers. Soldiers will continue to carry heavy loads, convoy for hours or days, and clear enemy forces from rural and urban strongholds. Tactical success relates directly to the Soldiers’ level of tactical and technical training, as well as their fitness and resiliency. Taking care of Soldiers ensures they are prepared
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