MSL101L09 Army Leadership SR.pdf

2 21 while most army civilians historically support

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2-21. While most Army Civilians historically support military forces at home stations, Army Civilians also deploy with military forces to sustain theater operations. As evidenced by the increasing demands of recent deployments, Army Civilians have served at every level and location, providing expertise and support wherever needed. Army Civilians support their military counterparts and often remain for long periods within the same organization, providing continuity and stability that the highly mobile personnel management system used for the military rarely allows. However, when the position or mission dictates, Army Civilians may transfer or deploy to meet the needs of the Army. U NIFIED A CTION P ARTNERS 2-22. The Army team may include members of other government agencies, intergovernmental organizations, and coordination with nongovernmental organizations and the private sector. When added to an organization, members of these groups change both the makeup and the capabilities of the combined team. While leaders may exercise formal authority over joint servicemembers attached to a unit, there are different cultures within the services. Understanding these differences will make coordination easier. Typically, leaders will not have formal authority over interagency, intergovernmental, and multinational partners. Leaders must exercise a different form of leadership more focused on collaboration to influence and guide the behavior of members of multinational forces. Leaders must foster a command climate that includes and respects all members. 2-23. Developing teams within organizations begins early in the operations process and continues throughout execution. Leaders develop understanding by training and planning with unified action partners. Sustained engagement with host nation governments and forces enhances the developed understanding. Integrating capabilities during unified land operations requires interaction and preparation before commanders commit forces. Integration occurs through training exercises, exchange programs, and training events resulting in greater collaboration in developing systems and equipment for the forces involved.
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Chapter 2 2-4 ADRP 6-22 1 August 2012 LEVELS OF LEADERSHIP Figure 2-1. Army leadership levels 2-24. Figure 2-1 shows the three levels of Army leadership: direct, organizational, and strategic. Factors determining a position’s leadership level can include the position’s span of control, its headquarters level, and the degree of control exerted or autonomy granted by the leader holding the position. Other factors include the size of the unit or organization, the type of operations it conducts, and its planning horizon. 2-25. Most NCOs, company grade officers, and Army Civilian leaders serve at the direct leadership level.
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