1. Leadership Foundation of Army Leadership Doctrine
What a Leader Must Be
Officer and NCO Relationships
Developmental Leadership Assessment
Oath of Enlistment

2. Foundation of Army Leadership
Factors of Leadership
the Led
the Leader
the Situation
Communication
Principles of Leadership

3. Foundation of Army Leadership The Led
Correct assessment by the leader of the soldiers being led
Subordinates competence
Subordinates motivation
Subordinates commitment
Proper leadership actions taken at the correct time

4. Foundation of Army Leadership The Led (cont.)
The leader must create a climate that encourages subordinates active participation to accomplish the mission
Key ingredients to develop this are:
Mutual Trust
Respect
Confidence

5. Foundation of Army Leadership The Leader
Honest understanding of yourself
who you are
what you know
what you can do
Knowledge of:
strengths, weaknesses
capabilities, limitations

6. Foundation of Army Leadership The Situation
All situations are different
Leadership actions which work in one situation may not work in another
Consider available resources and factors of METT-T (Mission, Enemy, Terrain, Troops-Time and weather)

7. Foundation of Army Leadership Communications
“The exchange of information and ideas from one person to another.”
Effective communication = others understand exactly what you are trying to tell them AND when you understand precisely what they are trying to tell you

8. Foundation of Army Leadership Communications (cont.)
The Leader must recognize that you communicate standards by your example an by what behaviors you ignore, reward, and punish.
Effective communication implies that your soldiers listen and understand you, the leader.

9. Principles of Leadership
Know yourself and seek self improvement
Be technically and tactically proficient
Seek responsibility and take responsibility for your actions
Make sound and timely decisions
Set the example
Keep your subordinates informed

10. Principles of Leadership (cont.)
Know your soldiers and look out for their well-being
Develop a sense of responsibility in your subordinates
Ensure the task is understood, supervised, and accomplished
Build the team
Employ your unit in accordance with its capabilities

11. What a Leader Must Be Beliefs Values
Assumptions or convictions you hold as true about some thing, concept, or person
People generally behave in accord with their beliefs
Values
Attitudes about the worth or importance of people, concepts or things
Values will influence your priorities; the stronger values are what you put first, defend most, and want least to give up

12. What a Leader Must Be (cont.)
Individual values all soldiers are expected to possess are:
Courage (Physical and Moral)
Physical courage is overcoming fears of bodily harm and doing your duty
Moral courage is standing firm on your values, your moral principles, and your convictions
Candor is being frank, open, honest, and sincere with your soldiers, seniors, and peers. Also called personal integrity

13. What a Leader Must Be (cont.)
Competence is proficiency in required professional knowledge, judgement, and skills
Commitment means the dedication to carry out all unit missions and to serve the values of the country, the Army and the unit
Norms
Formal such as UCMJ, and Geneva Convention
Informal norms are unwritten rules or standards

14. What a Leader Must Be (cont.)
Character
Describes a person’s inner strength and is the link between values and behaviors
A soldier of character does what he believes is right regardless of the danger or circumstances

15. What a Leader Must Be (cont.)
Soldiers want to be led by leaders who provide strength, inspiration, and guidance and will help them become winners. Whether or not they are willing to trust their lives to a leader depends on their assessment of that leader’s courage, competence, and commitment.

16. The Professional Army Ethic
Loyalty to the Nation, the Army and the Unit
Support and defend the Constitution
Duty
The legal or moral obligation to do what should be done without being told to do it
Accomplishing all assigned tasks to the fullest of your ability

17. The Professional Army Ethic (cont.)
Selfless Service
Put the nation’s welfare and mission accomplishment ahead of the personnal safety of you and your troops
As a leader, you must be the greatest servant in your unit. Your rank and position are not personal rewards. You earn them so that you can serve your subordinates, your unit, and your nation
Integrity
Being honest and upright, avoiding deception, and living the values you suggest for your subordinates

18. Ethical Responsibilities
Ethics are principles or standards that guide professionals to do the moral or right thing
Leaders have three general ethical responsibilities:
Be a role model
Your actions must be more than your words
You must be willing to do what you require of your soldiers and share the dangers and hardships

19. Ethical Responsibilities (cont.)
Develop your subordinates ethically
You develop subordinates by personal contact and by teaching them how to reason clearly about ethical matters
Avoid creating ethical dilemmas for your subordinates
“I don’t care how you get it done - just do it!”
“There’s no excuse for failure!”
“Setting goals that are impossible to reach”
“Can Do!”
“Zero Defects”
“Loyalty up - not down”

20. Ethical Decision Making Process
Interpret the situation. What is the ethical dilemma?
Analyze all the factors and forces that relate to the dilemma
Choose the course of action you believe will best serve the nation
Implement the course of action you have choosen

21. Ethical Decision Making Process (cont.)
Forces that influence decision making
Laws, orders and regulations
Basic national values
Traditional Army values
Unit operating values
Your values
Institutional pressures

22. Officer and NCO Relationships
Share the same goal - to accomplish the unit’s mission
Responsibilities overlap and must be shared
Officers must give NCOs the guidance, resources, assistance, and supervision necessary to do their duties.
NCOs are responsible for assisting and advising officers

23. Officer and NCO Relationships (cont.)
Communications
One chain of command in the Army
NCO support channel parallels and reeinforces it.
Officer Responsibility
Commands, establishes policy and manages the Army.
Focuses on collective training leading to mission accomplishment.
Is primarily involved with units and unit operations.
Concentrates on unit effectiveness and readiness.
Concentrates on the standards of performance, training and professional development of officers and NCOs.

24. Officer and NCO Relationships (cont.)
NCO Responsibilities
Conduct the daily business of the Army within established policy.
Focuses on individual training that leads to mission capability.
Is primarily involved with individual soldiers and team leading.
Ensures subordinate NCOs and soldiers, with their personal equipment, are prepared to operate as effective unit members.

25. Officer and NCO Relationships (cont.)
NCO Responsibilities (cont.)
Concentrates on the standards of performance, training and professional development of subordinate NCOs and soldiers.

26. Authority
Legitimate power of leaders to direct subordinates or to take action wihtin the scope of their responsibility.
Begins with the Constitution
Command authority
Leaders have command authority when they fill positions requiring the direction and control of other members of the Army.

27. Authority (cont.) General Military Authority
Originates in the oath of office, law, rank structure, tradition and regulation
Delegation of Authority
To meet the organization’s goal, the officers must delegate authority to NCOs
Accountability
Soldier have individual responsibilities, they are responsible for their own actions; they assume them when they take the oath of enlistment
Command responsibilities refer to collective or organizational accountability

28. Developmental Leadership Assessement
Leadership assessment is to develop competent and confident leaders
It should be a positive, useful experience that does not confuse, intimidate, or negatively impact on leaders.

29. Developmental Leadership Assessement (cont.)
Conducted as follows:
Decide what skill, knowledge or attitude you want to assess
Make a plan to observe the leadership performance
Observe leadership performace and record observations
Compare performace you observed to a standard or performace indicator
Decide if the performace you observed exceeds, meets, or is below the standard or performace indicator
Give the person leadership performace feedback
Help the person develop an action plan to improve leadership performance

30. Developmental Leadership Assessement (cont.)
Feedback Sources
The person himself
Leaders
Peers
Subordinates
Close friends and family members
Trained leadership assessors

31. Oath of Enlistment
I (state your name), do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God.