U.S. Army Leadership FM 6-22 (FM 22-100)

Leadership News

EOD Soldiers learn leadership skills

A Soldier in a bomb suit walked slowly toward a smoking vehicle on Joint Base Lewis-McChord. A rope trailed behind him and two other Soldiers kept pace at his side.

“It’s pretty quiet in that bomb suit when you’re walking by yourself,” said Maj. Matt Kuhns, 3rd Explosive Ordnance Battalion, as he watched from a safe distance.

Fortunately, the Soldier was not going to disarm a live bomb. Instead he was being tested as part of the 3rd Explosive Ordnance Disposal Battalion’s Team Leader Training Academy that began Dec. 5. Two groups of 12 candidates will take part in a 10-day exercise on JBLM to prepare them for certification — and for a job that is never really done.

“The goal of this is to increase the overall capability for our young team leaders,” Kuhns said.

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Leadership for new NCOs

As the drawdown date approaches, the contributions of individual service members from the U.S. and allied nations have been immeasurable in the continued success of Iraqi Security Forces during this period.

One such Soldier in the former category is Sgt. Daniel Foley of the 1st Battalion, 377th Field Artillery Regiment, 17th Fires Brigade, currently deployed to Basrah from Joint Base Lewis-McChord, Wash.

Since February, Foley has been the team leader of the aerial reaction force, which has been training the Iraqi Special Forces of the 14th Commando Brigade.

The ARF is called to escort explosive ordnance disposal elements and do battle damage assessments of improvised explosive device strikes. They are also responsible for responding to IED attacks before the quick reaction force can arrive, or in areas where QRF vehicles cannot traverse. (continue reading…)

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Leadership means more than being a nice guy

It is a lot easier to define leadership than it is to put your finger on the attributes of a good leader.

There are as many ways to look at the question as there are ways to lead effectively.

A common thread is often taking care of Soldiers. Looking out for your subordinates’ well being is certainly an important consideration, but it always has to be tempered by the knowledge that accomplishing the mission might put those subordinates at grave risk.

Leaders must weigh the risks against the benefits of any decision they make. Sometimes those decisions lead to the death or injury of their Soldiers. That is the inevitable price of following the profession of arms. (continue reading…)

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Are we Professional Soldiers?

In recent years, there has been growing interest within the U.S. Army in identifying, defining, categorizing, promoting, and developing professionalism in all members of the military. This interest is laudable and receives support from both within and outside. As the U.S. Army confronts the changing modes of modern warfare, it faces several challenges as it seeks to increase military professionalism. These include the need to promulgate professional military identity throughout the force, promote a coherent view of a professional military ethic, and provide a sustained program for character development that allows officers and enlisted members to meet today’s ever-changing environment. As irregular warfare becomes more prevalent through persistent, evolving, never-ending conflict, official and unofficial doctrines that define professionalism and provide clear guidelines for it will benefit the U.S. Army. In this article, I examine how the U.S. Army, the military in general, and society as a whole view the professional status of Soldiers.

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Reducing PT Injury through Leadership

Injuries to the bones, muscles and tendons of the body from physical training are among the greatest health threats to our Army. Prevention of these injuries must be a priority for any Army leader (officer or enlisted) who professes to “take care of Soldiers.”

The Joint Services Physical Training Injury Prevention Work Group recommends that any successful injury prevention program must have four essential elements:

1. Education of service members, especially leaders,
2. Leadership enforcement of unit injury prevention,
3. Unit injury surveillance reports, and
4. Greater investment of resources in injury prevention research.

Let’s take a closer look at the effect of leadership enforcement on injury prevention. (continue reading…)

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Are we promoting them too young?

Over the past three months I’ve attended countless professional development seminars, symposiums, socials and a handful of conferences at which someone invariably states that we’re promoting our young enlisted to the rank of Sergeant entirely too early in their career.

So my question is: are we really’

What many, who make the aforementioned statement, lack is perspective born of sufficient tenure in this organization (The Army) to reflect back on the state of our institution in the mid 1970’s.

Having enlisted in 1976 and having been promoted to the rank of Sergeant nearly two years to the day I enlisted, many an old Soldier in my day also stated that we were promoting our young enlisted at an all too early age in their career. (continue reading…)

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