FM 22-100 ARMY LEADERSHIP

US Army Field Manual on CD in Adobe Acrobat (.PDF) format.

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The Army consists of the active component, Army National Guard, Army Reserve, and Department of the Army (DA) civilians. It’s the world’s premier land combat force—a full-spectrum force trained and ready to answer the nation’s call. The Army’s foundation is confident and competent leaders of character. This manual is addressed to them and to those who train and develop them.

FM 22-100 is a single-source reference for all Army leaders. Its purpose is threefold:

• To provide leadership doctrine for meeting mission requirements under all conditions.
• To establish a unified leadership theory for all Army leaders: military and civilian, active and reserve, officer and enlisted.
• To provide a comprehensive and adaptable leadership resource for the Army of the 21st century.

As the capstone leadership manual for the Army, FM 22-100 establishes the Army’s leadership doctrine, the fundamental principles by which Army leaders act to accomplish the mission and take care of their people. The doctrine discusses how Army values form the basis of character. In addition, it links a suite of instruments, publications, and initiatives that the Army uses to develop leaders. Among these are:

• AR 600-100, which establishes the basis for leader development doctrine and training.
• DA Pam 350-58, which describes the Army’s leader development model.
• DA Pam 600-3, which discusses qualification criteria and outlines development and career management programs for commissioned officers.
• DA Pam 600-11, which discusses qualification criteria and outlines development and career management programs for warrant officers.
• DA Pam 600-25, which discusses noncommissioned officer (NCO) career development.
• DA Pam 690-46, which discusses mentoring of DA civilians./LI>
• The TRADOC Common Core, which lists tasks that military and DA civilian leaders must perform and establishes who is responsible for training leaders to perform them.
• Officer, NCO, and DA civilian evaluation reports.

FM 22-100 also serves as the basis for future leadership and leader development initiatives associated with the three pillars of the Army’s leader development model. Specifically, FM 22-100 serves as:

• The basis for leadership assessment.
• The basis for developmental counseling and leader development.
• The basis for leadership evaluation.
• A reference for leadership development in operational assignments.
• A guide for institutional instruction at proponent schools.
• A resource for individual leaders’ self-development goals and initiatives.

FM 22-100 directly supports the Army’s keystone manuals, FM 100-1 and FM 100-5, which describe the Army and its missions. It contains principles all Army leaders use when they apply the doctrine, tactics, techniques, and procedures established in the following types of doctrinal publications:

• Combined arms publications, which describe the tactics and techniques of combined arms forces.
• Proponency publications, which describe doctrinal principles, tactics, techniques, and collective training tasks for branch-oriented or functional units.
• Employment procedure publications, which address the operation, employment, and maintenance of specific systems.
• Soldier publications, which address soldier duties.
• Reference publications, which focus on procedures (as opposed to doctrine, tactics, or techniques) for managing training, operating in special environments or against specific threats, providing leadership, and performing fundamental tasks.

This edition ofFM22-100 establishes a unified leadership theory for all Army leaders based on the Army leadership framework and three leadership levels. Specifically, it:

• Defines and discusses Army values and leader attributes.
• Discusses character-based leadership.
• Establishes leader attributes as part of character.
• Focuses on improving people and organizations for the long term.
• Outlines three levels of leadership—direct, organizational, and strategic.
• Identifies four skill domains that apply at all levels.
• Specifies leadership actions for each level.

The Army leadership framework brings together many existing leadership concepts by establishing leadership dimensions and showing how they relate to each other. Solidly based on BE, KNOW, DO—that is, character, competence, and action—the Army leadership framework provides a single instrument for leader development. Individuals can use it for self-development. Leaders can use it to develop subordinates. Commanders can use it to focus their programs. By establishing leadership dimensions grouped under the skill domains of values, attributes, skills, and actions, the Army leadership framework provides a simple way to think about and discuss leadership.

The Army is a values-based institution. FM 22-100 establishes and clarifies those values. Army leaders must set high standards, lead by example, do what is legally and morally right, and influence other people to do the same. They must establish and sustain a climate that ensures people are treated with dignity and respect and create an environment in which people are challenged and motivated to be all they can be. FM 22-100 discusses these aspects of leadership and how they contribute to developing leaders of character and competence. These are the leaders who make the Army a trained and ready force prepared to fight and win the nation’s wars.

The three leadership levels—direct, organizational, and strategic—reflect the different challenges facing leaders as they move into positions of increasing responsibility. Direct leaders lead face to face: they are the Army’s first-line leaders. Organizational leaders lead large organizations, usually brigade-sized and larger. Strategic leaders are the Army’s most senior leaders. They lead at the major command and national levels.

Unlike previous editions of FM 22-100—which focused exclusively on leadership by uniformed leaders at battalion level and below—this edition addresses leadership at all levels and is addressed to all Army leaders, military and DA civilian. It supersedes four publications—FM 22-101, Leadership Counseling; FM 22-102, Soldier Team Development; FM 22-103, Leadership and Command at Senior Levels; and DA Pam 600-80 Executive Leadership—as well as the previous edition of FM 22-100. A comprehensive reference, this manual shows how leader skills, actions, and concerns at the different levels are linked and allows direct leaders to read about issues that affect organizational and strategic leaders. This information can assist leaders serving in positions supporting organizational and strategic leaders and to other leaders who must work with members of organizational- and strategic-level staffs.

FM 22-100 emphasizes self-development and development of subordinates. It includes performance indicators to help leaders assess the values, attributes, skills, and actions that the rest of the manual discusses. It discusses developmental counseling, a skill all Army leaders must perfect so they can mentor their subordinates and leave their organization and people better than they found them. FM 22-100 prescribes DA Form 4856-E (Developmental Counseling Form), which supersedes DA Form 4856 (General Counseling Form). DA Form 4856-E is designed to support leader development. Its format follows the counseling steps outlined in Appendix C.

FM 22-100 offers a framework for how to lead and provides points for Army leaders to consider when assessing and developing themselves, their people, and their organizations. It doesn’t presume to tell Army leaders exactly how they should lead every step of the way. They must be themselves and apply this leadership doctrine as appropriate to the situations they face.

PAGES: 278

PUBLICATION DATE: AUGUST, 1999

THIS ITEM IS AVAILABLE FOR DOWNLOAD AND CD-ROM DELIVERY