US Army Field Manual - Military Leadership, AT wojsko

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Field Manual
No. 22-100
*FM 22-100
Headquarters
Department of the Army
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
The Battlefield Challenge
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Leadership Defined
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Summary
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2
Foundations of Army Leadership Doctrine . . . . . . . . . . . . .
3
The Factors of Leadership
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
The Principles of Leadership
. . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Summary
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8
PART TWO. LEADERSHIP IN ACTION
Past Bathes
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
Summary
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What a Leader Must Be . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Beliefs, Values, and Norms.
. . . . . . . . . . . . . . . . . . . . . . . . . . .
Character
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Professional Army Ethic
. . . . . . . . . . . . . . . . . . . . . . . . . .
Ethical Responsibilities
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
An Ethical Decision-Making Process
. . . . . . . . . . . . . . . . . . .
Summary
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .......
What a Leader Must Know . . . . . . . . . . . . . . . . . . . . . . . . . . .
Know Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Know Yourself . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Know Human Nature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Know Your Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Know Your Unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Summary . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chapter 4.
21
22
22
25
29
30
31
34
35
35
38
38
41
42
44
Chapter 5.
iv
Chapter 2.
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