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FM 22-100 Military Leadership

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FM 22-100 Military Leadership This document reproduces the complete and unabridged text of a United States Army Field Manual first published by the Department of the Army, Washington DC. All source material contained in the reproduced document has been approved for public release and unlimited distribution by an agency of the US Government. Any US Government markings in this reproduction that indicate limited distribution or classified material have been superseded by downgrading instructions that were promulgated by an agency of the US government after the original publication of the document. No US government agency is associated with the publishing of this reproduction. Digital viewer interface reformatting, viewer interface bookmarks and viewer interface links were revised, edited, ammended, and or provided for this edition by I.L. Holdridge. This page and the viewer interface reformatting © I.L. Holdridge 1999. All rights reserved. *FM 22-100 Headquarters Field Manual Department of the Army No. 22-100 Washington, DC, 31 July 1990 MILITARY LEADERSHIP A Trained and Ready Army has as its foundation, competent and confident leaders. We develop such leaders through a dynamic process consisting of three equally important pillars: institutional training, operational assignments, and self-development. This approach is de- signed to provide the education, training, and experience that enable leaders to develop the necessary skills, knowledge, and attitudes. FM 22-100, Military Leadership, is the Army’s basic manual on leadership. It has two purposes: to provide an overview of Army leadership doctrine, including the principles for applying leadership theory at all organizational levels to meet operational requirements; and to prescribe the leadership necessary to be effective in peace and in war. While this manual applies to all Army leaders, its principal focus is on company grade officers, warrant officers, and noncommissioned officers, the junior leaders of soldiers at battalion-squadron level and below. FM 22-100 incorporates the professional military values, the bedrock of our service, that all Army leaders must internalize in the earliest years of their careers. Army leaders must learn to fulfill expectations of all soldiers including other leaders. FM 22-100 addresses fundamental expectations: • Demonstrate tactical and technical competence. Know your business. Soldiers expect their leaders to be tactically and technically competent. Soldiers want to follow those leaders who are confident of their own abilities. To be confident a leader must first be competent. Trust between soldiers and their leaders is based on the secure knowledge that the leader is competent. • Teach subordinates. In training, leaders must move beyond managing programs or directing the execution of operations. Our leaders must take the time to share with subordinates the benefit of experience and expertise. DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited *This publication supersedes FM 22-100, 31 October 1983. i • Be a good listener. We must listen with equal attention to our superiors and our subordinates. As leaders we can help solve any problem for a soldier or a unit. However, we can only do so if we know about it. We won’t know about it if we don’t listen. • Treat soldiers with dignity and respect. Leaders must show genuine concern and compassion for the soldiers they lead. It is essential that leaders remain sensitive to family members and include them in unit activities to the extent possible. Remember, respect is a two-way street; a leader will be accorded the same level of respect that he or she shows for others. • Stress basics. Leaders must demonstrate mastery of fundamental soldiering skills such as marksmanship, first aid, and navigation, as well as the requisite skills for their particular specialty, and be able to teach them to their soldiers. • Set the example. Leaders abide consistently with the highest values of the military profession and its institutions. They encourage within their soldiers a commitment to the same values. Leaders take pride in selflessly dedicating their service to ensure mission accomplishment. They-are aware that they are always on parade—24 hours a day, seven days a week—and that all their actions set personal and professional examples for subordinates to emulate. • Set and enforce standards. A leader must know, and always enforce, established Army standards. Perhaps the most fundamental standard which must be maintained is discipline. Our soldiers must promptly and effectively perform their duty in response to orders, or in the absence of orders take the correct action. The fundamental mission of our Army is to deter war and win in combat. The American people expect that officers and noncom- missioned officers at all levels will lead, train, motivate, and inspire their soldiers. Our soldiers and units perform difficult tasks, often under dangerous, stressful circumstances. To achieve excellence in The proponent of this publication is HQ TRADOC. Submit changes for improving this publication on DA Form 2028 (Recommended Changes to Publications and Blank Forms) and forward it to Commander, U.S. Army Combined Arms Center and Fort Leavenworth, ATTN: ATZL-SWA-DL, Fort Leavenworth, KS 66027-6900. Unless otherwise stated, whenever the masculine gender is used, both men and women are included. ii these tasks, leaders must explain the importance of the mission, articu- late priorities, and focus soldier and unit efforts to perform in an efficient and disciplined manner. Well led, properly trained, motivated, and inspired soldiers will accomplish any mission. Leaders in our Army have a challenge. They must take care of soldiers’ needs; develop them into cohesive teams; train them under tough, realistic conditions to demanding standards; assess their performance; assist them with their personal and professional growth; and reward them for their successes. To meet that challenge our leaders must be competent, and confident in their ability to lead. Such leaders will remain essential to our Trained and Ready Army, today and tomorrow. Carl E. Vuono General, United States Army Chief of Staff This publication contains the following copyrighted material: Excerpts from The Twentieth Maine by John J. Pullen. Copyright 1957 by John J. Pullen, reprinted by permission of the author. Reproduced from Heroes of the Army, The Medal of Honor and Its Winners, by Bruce Jacobs, by permission of W.W. Norton and Co., Inc. Copyright © 1956 by Bruce Jacobs. Copyright © renewed 1984 by Bruce Jacobs. From The Boy Scout Handbook and Other Observations by Paul Fussell. Copyright © 1982 by Paul Fussell, reprinted by permission of Oxford University Press, Inc. iii Contents PAGE Preface . i Introduction . vi PART ONE. LEADERSHIP IN PRINCIPLE Chapter 1. A Concept of Leadership . 0 The Battlefield Challenge . 1 Leadership Defined . 1 Summary . 2 Chapter 2. Foundations of Army Leadership Doctrine . 3 The Factors of Leadership . 3 The Principles of Leadership . 5 Summary . 8 PART TWO. LEADERSHIP IN ACTION Chapter 3. The Face of Battle and the Leader . 9 Past Bathes . 9 Summary . 21 Chapter 4. What a Leader Must Be . 22 Beliefs, Values, and Norms. 22 Character . 25 The Professional Army Ethic . 29 Ethical Responsibilities . 30 An Ethical Decision-Making Process . 31 Summary . .. ....... 34 Chapter 5. What a Leader Must Know . 35 Know Standards . 35 Know Yourself . 38 Know Human Nature . 38 Know Your Job . 41 Know Your Unit . 42 Summary . 44 iv PAGE Chapter 6. What a Leader Must Do . 45 Providing Purpose . 46 Providing Direction . 46 Providing Motivation . 49 Summary . 51 Chapter 7. The Payoff . 52 Results of Effective Leadership . 52 Will and Winning in Battle . 54 Summary . 54 PART THREE. LEADERSHIP IN BATTLE Chapter 8. Stress in Combat . 55 The Human Side of Warfighting . 55 Stress in Battle . 58 Battle Fatigue . 58 Summary . 59 Chapter 9. The Environment of Combat . 61 Weather and Terrain . 61 Continuous Operations . 62 High Technology . 63 Summary . ... 65 Appendix A. Leadership Competencies . 66 Appendix B. Leadership Styles . 69 Appendix C. Assuming a Leadership Position . 72 Appendix D. Officer and Noncommissioned Officer Relationships . 74 Appendix E. Developmental Leadership Assessment . 77 Glossary . 78 References . 79 Index . 82 v Introduction The changing face of war poses special Combat will occur throughout the entire length challenges for our Army. Because of the and breadth of the battlefield. In the midst of increasing complexity of the world this fast-paced battlefield, leaders must take the environment, we must prepare to respond initiative, make rapid decisions, and motivate across the entire spectrum of conflict. Just as we their soldiers. They must effectively maneuver have changed our doctrine, weapons, and force their units, apply firepower, and protect and structure, so have our potential enemies. These sustain their force. changes have dramatically altered the In low-intensity conflicts, leaders will also be characteristics and demands of modern combat. under great stress and have to display as much More than ever, we need competent and or more discipline than in conventional war. confident soldiers, leaders, and units to meet Short periods of intense fighting may interrupt these challenges. long periods of relative inaction. The signs We must work to strengthen our ability to soldiers are trained to watch for may not help employ new equipment and to execute our them distinguish friend from enemy. To achieve operations doctrine. We must also focus on o peratiorial success, leaders may have to developing leaders at all levels who understand restrict the amount of combat power used. These the human dimension of war and are able to go restrictions can frustrate soldiers and leaders of from theory to practice where its application is small units. The stress of this environment, required. coupled with a possible lack of popular support Understanding the human element will help on the home front, will require leaders to us win in situations where we may be motivate their soldiers without many of the outnumbered or face an enemy with excellent traditional supports accorded soldiers in battle.
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