MSL101L09 Army Leadership SR.pdf

1 14 the oaths and values emphasize that the armys

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1-14. The oaths and values emphasize that the Army’s military and civilian leaders are instruments of the people of the United States. Soldiers should recognize that in or out of uniform, they represent their units, the Army, and the nation. Every Soldier must balance official duties with the civil responsibilities afforded by the laws of the nation. They must function as ambassadors for the nation in peace and war. Similarly, the Army expects honorable behavior by Army Civilians. LEADERSHIP AND COMMAND AUTHORITY 1-15. Command is a prescribed responsibility established by pertinent official directives, policies, and precedents. The key elements of command are authority and responsibility (see AR 600-20). 1-16. Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. It also includes responsibility for health, welfare, morale, and discipline of assigned personnel (JP 1-02). 1-17. Commanders and subordinates rely on each other to perform their duties with competence and integrity. Leaders have to answer for how subordinates live and act beyond duty hours. Society and the Army look to leaders to ensure that Soldiers and Army Civilians receive the proper training and care, uphold expected values, and accomplish missions. 1-18. In Army organizations, commanders establish standards and policies for achieving and rewarding superior performance, as well as for punishing misconduct. Military commanders enforce lawful orders under the Uniform Code of Military Justice. Consequently, organizations are profoundly shaped by the personality of their commanders. Army leaders selected to command are expected to lead beyond the mere exercise of formal authority. They should lead by example and serve as role models; their personal example and actions carry tremendous moral force. For that reason, people inside and outside the Army recognize leaders as the embodiment of the Army’s commitment to readiness and good stewardship of its resources and personnel. MISSION COMMAND 1-19. Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (ADP 6-0). Mission command calls for leaders with the ability to build a collaborative environment, the commitment to develop subordinates, the courage to trust, the confidence to delegate, the patience to overcome adversity, and the restraint to allow lower echelons to develop the situation. Specifically, mission command requires that leaders receive training, education, and experience to become— Critical and creative problem solvers, agile and able to make decisions in operational environments with uncertainty, complexity, and change.
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  • Fall '16
  • Leaders, army civilians

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