ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.

Army doctrine reference publication (ADRP) 6-22 expands on the leadership principles established in Army doctrine publication (ADP) 6-22. ADRP 6-22 describes the Army's view of leadership, outlines the levels of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies across all levels. The principal audience for ADRP 6-22 is all leaders, military and civilian. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable United States, international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement (see Field Manual [FM] 27-10). ADRP 6-22 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. For definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. The use of the term influence throughout this publication reflects the definition of common English usage "the act or power of producing an effect without apparent exertion of force or direct exercise of command," as distinct from the usage outlined in FM 3-13. It is contrary to law for DOD to undertake operations intended to influence a domestic audience; nothing in this publication recommends activities in contravention of this law. ADRP 6-22 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated.

This manual, Army Doctrine Publication ADP 6-22 Army Leadership and the Profession July 2019, establishes and describes what leaders should be and do. Having a standard set of leader attributes and core leader competencies facilitates focused feedback, education, training, and development across all leadership levels. ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates-they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.Being and doing are ineffectual without knowledge. Knowing the what and how of soldiering, tactics, operational art, staff operations, functional and technical expertise, and many other areas are essential to leading well. ADP 6-22 cannot convey all of the specific knowledge areas to become an expert leader. All leaders accrue the knowledge and develop the expertise required to contribute to the support and execution of the Army's four strategic roles: shaping operational environments, preventing conflict, prevailing in largescale ground combat operations, and consolidating gains. ADP 6-22 describes the attributes and core competencies required of contemporary leaders. ADP 6-22 addresses the following topics necessary for Army members to become a skilled, agile, and highly proficient Army leader- Army definitions of leader, leadership, and counterproductive leadership. The Army leadership requirements model as a common basis for recruiting, selecting, developing, evaluating leaders and, most importantly, for leading Soldiers and Department of the Army (DA) Civilians. Roles and relationships of leaders, including the roles of subordinates or team members. What makes an effective leader: a person of integrity who builds trust and applies sound judgment to influence others. How to lead, develop, and achieve through competency-based leadership. The basics of leading at the direct, organizational, and strategic levels. The influences and stresses of changing conditions that affect leadership. Key updates and changes to this version of ADP 6-22 include- Information from ADP 6-22 and ADRP 6-22 combined into a single document. Incorporation of key concepts (Army Profession and Army Ethic) from ADRP 1. New leadership requirements model diagram. New discussions on the dynamics of leadership, followers, humility, and counterproductive leadership. ADP 6-22 contains 10 chapters comprising three parts describing the Army's approach to leadership.

Army Doctrine Publication (ADP) 6-0 presents the Army's guidance on command, control, and the mission command warfighting function. This publication concisely describes how commanders, supported by their staffs, combine the art of command and the science of control to understand situations, make decisions, direct action, and accomplish missions. The principal audience for ADP 6-0 is all professionals within the Army. Commanders and staffs of Army headquarters serving as joint task force or multinational headquarters should also refer to applicable joint or multinational doctrine on command and control of joint or multinational forces. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable U.S., international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement. ADP 6-0 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated.

This manual, Army Doctrine Publication ADP 6-22 Army Leadership and the Profession Change 1 November 2019, establishes and describes the Army profession and the associated ethic that serve as the basis for a shared professional identity. It establishes and describes what leaders should be and do. Having a standard set of leader attributes and core leader competencies facilitates focused feedback, education, training, and development across all leadership levels. ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge. An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army profession, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates-they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority. Being and doing are ineffectual without knowledge. Knowing the what and how of soldiering, tactics, operational art, staff operations, functional and technical expertise, and many other areas are essential to leading well. ADP 6-22 cannot convey all of the specific knowledge areas to become an expert leader. All leaders accrue the knowledge and develop the expertise required to contribute to the support and execution of the Army's four strategic roles: shaping operational environments, preventing conflict, prevailing in largescale ground combat operations, and consolidating gains.Army Doctrine Publication ADP 6-22 Army Leadership and the Profession Change 1 November 2019 establishes and describes the Army Profession and the foundations of Army leadership, (outlines the echelons of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies expected of all leaders across all levels and cohorts. The principal audience for ADP 6-22 consists of all members of the Army profession, military and civilian. Trainers and educators throughout the Army will also use this publication. The use of the term Army leaders refers to officers, noncommissioned officers, and select Department of the Army Civilians unless otherwise specified.

Competent leaders of character are necessary for the Army to meet the challenges in the dangerous and complex security environment we face. As the keystone leadership manual for the United States Army, FM 6-22 establishes leadership doctrine, the fundamental principles by which Army leaders act to accomplish their mission and care for their people. FM 6-22 applies to officers, warrant officers, noncommissioned officers, and enlisted Soldiers of all Army components, and to Army civilians. From Soldiers in basic training to newly commissioned officers, new leaders learn how to lead with this manual as a basis. FM 6-22 is prepared under the direction of the Army Chief of Staff. It defines leadership, leadership roles and requirements, and how to develop leadership within the Army. It outlines the levels of leadership as direct, organizational, and strategic, and describes how to lead successfully at each level. It establishes and describes the core leader competencies that facilitate focused feedback, education, training, and development across all leadership levels. It reiterates the Army Values. FM 6-22 defines how the Warrior Ethos is an integral part of every Soldier's life. It incorporates the leadership qualities of self-awareness and adaptability and describes their critical impact on acquiring additional knowledge and improving in the core leader competencies while operating in constantly changing operational environments. In line with evolving Army doctrine, FM 6-22 directly supports the Army's capstone manuals, FM 1 and FM 3-0, as well as keystone manuals such as FM 5-0, FM 6-0, and FM 7-0. FM 6-22 connects Army doctrine to joint doctrine as expressed in the relevant joint doctrinal publications, JP 1 and JP 3-0. As outlined in FM 1, the Army uses the shorthand expression of BE-KNOW-DO to concentrate on key factors of leadership. What leaders DO emerges from who they are (BE) and what they KNOW. Leaders are prepared throughout their lifetimes with respect to BE-KNOW-DO so they will be able to act at a moment's notice and provide leadership for whatever challenge they may face. FM 6-22 expands on the principles in FM 1 and describes the character attributes and core competencies required of contemporary leaders. Character is based on the attributes central to a leader's make-up, and competence comes from how character combines with knowledge, skills, and behaviors to result in leadership. Inextricably linked to the inherent qualities of the Army leader, the concept of BE-KNOW-DO represents specified elements of character, knowledge, and behavior described here in FM 6-22.

In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that "American military officers, of whatever service, should share common ground ethically and morally." In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution.

This manual, Army Doctrine Publication ADP 6-0 Mission Command: Command and Control of Army Forces July 2019, provides a discussion of the fundamentals of mission command, command and control, and the command and control warfighting function. It describes how commanders, supported by their staffs, combine the art and science of command and control to understand situations, make decisions, direct actions, and lead forces toward mission accomplishment.The doctrine in ADP 6-0 forms the foundation for command and control tactics, techniques, and procedures.For an explanation of these tactics and procedures, see FM 6-0, Commander and Staff Organization and Operations. For an explanation of the techniques associated with command and control, see ATP 6-0.5, Command Post Organization and Operations, as well as other supporting techniques publications.The principal audience for ADP 6-0 is Army commanders, leaders, and unit staffs. Mission command demands more from subordinates at all levels, and understanding and practicing the mission command principles during operations and garrison activities are imperative for all members of the Army Profession.This revision to ADP 6-0 represents an evolution of mission command doctrine based upon lessons learned since 2012. The use of the term mission command to describe multiple things-the warfighting function, the system, and a philosophy-created unforeseen ambiguity. Mission command replaced command and control, but in practical application it often meant the same thing. This led to differing expectations among leadership cohorts regarding the appropriate application of mission command during operations and garrison activities. Labeling multiple things mission command unintentionally eroded the importance of mission command, which is critical to the command and control of Army forces across the range of military operations. Differentiating mission command from command and control provides clarity, allows leaders to focus on mission command in the context of the missions they execute, and aligns the Army with joint and multinational partners, all of whom use the term command and control.Command and control-the exercise of authority and direction by a properly designated commander over assigned and attached forces-is fundamental to the art and science of warfare. No single specialized military function, either by itself or combined with others, has a purpose without it. Commanders are responsible for command and control. Through command and control, commanders provide purpose and direction to integrate all military activities towards a common goal-mission accomplishment. Military operations are inherently human endeavors, characterized by violence and continuous adaptation by all participants. Successful execution requires Army forces to make and implement effective decisions faster than enemy forces. Therefore, the Army has adopted mission command as its approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation.

What does it take to lead an army in battle? What does it take to win? Competent leaders of character are essential for the Army to meet the challenges in the dangerous and complex security environment we face today. The U.S. Army Leadership Handbook (FM 6-22) is the Army’s flagship field manual on leadership. It establishes leadership doctrine and fundamental principles for all officers, noncommissioned officers, and Army civilians across all components using the “BE-KNOW-DO” concept. It is critical that Army leaders be agile, multiskilled athletes who have strong moral character, broad knowledge, and keen intellect. Leaders—military and civilian alike—must set the example, teach, and mentor, and this manual provides the principles, concepts, and training to accomplish this important task. Filled with leadership principles crucial to the U.S. military and equally applicable to leaders in any walk of life, this up-to-date manual from the Army will teach all leaders everything they need to know.

This publication, Field Manual FM 6-22 Leader Development June 2015, provides a doctrinal framework covering methods for leaders to develop other leaders, improve their organizations, build teams, and develop themselves.The principal audience for FM 6-22 is all leaders, military and civilian, with an application focus at the operational and tactical levels. Trainers and educators throughout the Army will also use this manual.Army leaders are the competitive advantage the Army possesses that technology cannot replace nor be substituted by advanced weaponry and platforms. Today's Army demands trained and ready units with agile, proficient leaders. Developing our leaders is integral to our institutional success today and tomorrow. It is an important investment to make for the future of the Army because it builds trust in relationships and units, prepares leaders for future uncertainty, and is critical to readiness and our Army's success. Leader development programs must recognize, produce, and reward leaders who are inquisitive, creative, adaptable, and capable of exercising mission command. Leaders exhibit commitment to developing subordinates through execution of their professional responsibility to teach, counsel, coach, and mentor subordinates. Successful, robust leader development programs incorporate accountability, engagement, and commitment; create agile and competent leaders; produce stronger organizations and teams; and increase expertise by reducing gaps between knowledge and resources.Leader development involves multiple practices that ensure people have the opportunities to fulfill their goals and that the Army has capable leaders in position and ready for the future. The practices include recruiting, accessions, training, education, assigning, promoting, broadening, and retaining the best leaders, while challenging them over time with greater responsibility, authority, and accountability. Army leaders assume progressively broader responsibilities across direct, organizational, and strategic levels of leadership.FM 6-22 integrates doctrine, experience, and best practices by drawing upon applicable Army doctrine and regulations, input of successful Army commanders and noncommissioned officers, recent Army leadership studies, and research on effective practices from the private and public sectors.FM 6-22 provides Army leaders with information on effective leader development methods by:* Translating Army leader feedback into quick applications.* Prioritizing leader development activities under conditions of limited resources.* Integrating unit leader development into already occurring day-to-day activities.* Integrating ADRP 6-22 leader attributes and competencies consistently across Army leader development doctrine.FM 6-22 contains seven chapters that describe the Army's view on identifying and executing collective and individual leader development needs:* Chapter 1 discusses the tenets of Army leader development, the purpose of developing leaders to practice the mission command philosophy, building teams, and development transitions across organizational levels.* Chapter 2 discusses the creation of unit leader development programs.* Chapter 3 addresses the fundamentals for developing leaders in units by setting conditions, providing feedback, and enhancing learning while creating opportunities.* Chapter 4 provides information on the self-development process including strengths and developmental needs determination and goal setting.* Chapter 5 discusses character, judgment and problem solving, and adaptability as situational leader demands.* Chapter 6 provides information on leader performance indicators to enable observations and feedback.* Chapter 7 provides recommended learning and developmental activities.