MSL101L09 Army Leadership SR.pdf

Skilled at applying the army design methodology and

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Skilled at applying the Army Design Methodology and the operations process.
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Chapter 1 1-4 ADRP 6-22 1 August 2012 Skilled communicators able to create shared understanding and support for the mission. Practitioners able to integrate their efforts with unified action partners, sensitive to the operational and strategic implications of their actions. Inspirational leaders who are able to engender utmost trust and confidence with and among subordinates and fellow leaders. Lifelong students of the Army profession. Adaptive leaders skilled in the art and science of influence, including negotiation and mediation. FORMAL AND INFORMAL LEADERSHIP 1-20. To be effective team builders, organizational leaders and commanders must be able to identify and interact with both formal and informal teams, including— The traditional chain of command. Coordination directing unified action partners. Technical channels combining commanders and staff officers. 1-21. Formal leadership is granted to individuals by virtue of assignment to positions of responsibility and is a function of rank and experience. The Uniform Code of Military Justice supports military leaders in positions of legitimate authority. Formal leader impose their authority over subordinates through lawful orders and directives. 1-22. Informal leadership exists throughout organizations, must support legitimate authority, and plays an important role in mission accomplishment. Informal leadership is not based on rank or position in the organizational hierarchy. It can arise from knowledge, experience, or technical expertise and may require initiative on the part of the individual to assume responsibility. When leading without designated authority, informal leaders need to appreciate potential impacts and contribute to the team’s success. As the final decisionmaker, the formal leader is ultimately responsible for legitimizing an informal leader’s advice. 1-23. Although leading through other leaders is a decentralized process, it does not imply a commander or supervisor cannot step in and temporarily take active control if the need arises. However, bypassing the chain of command should be by exception and focused on solving an urgent problem or guiding an organization back on track with the leader’s original guidance. 1-24. Informal networks often arise both inside and outside formal organizations. Although leaders occupy positions of legitimate authority, groups form to share information and lessons gained from experience. When informal groups form, they often take on the same characteristics as formally designed organizations. As such, they develop norms unique to their network and seek legitimacy through their actions. E MPOWERING S UBORDINATES AND R ISK 1-25. Competent leaders know the best way to create a solid organization is to empower subordinates.
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