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The manual focuses on company grade officers, warrant officers, and noncommissioned officers, especially junior leaders, and outlines core expectations such as tactical competence, teaching subordinates, active listening, dignity and respect, stress on basics, setting the example, and enforcing standards including discipline.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & 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United States Army Field Manual first published by the Department of the Army, Washington DC.  \nAll 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 Any US Government markings in this reproduction that indicate limited distribution or classified material have been superseded by downgrading instructions that were promulgated by an agency of the US government after the original publication of the document.  \nNo US government agency is associated with the publishing of this  \nreproduction.  \nDigital viewer interface reformatting, viewer interface bookmarks and viewer interface links were revised, edited, ammended, and or provided for this edition by I.L. Holdridge.  \nThis page and the viewer interface reformatting © I.L. Holdridge 1999. All rights reserved.  \nField Manual No. 22-100  \n*FM 22-100  \nHeadquarters Department of the Army Washington, DC, 31 July 1990  \nMILITARY LEADERSHIP  \nA 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 designed to provide the education, training, and experience that enable leaders to develop the necessary skills, knowledge, and attitudes.  \nFM 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.  \nWhile 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.  \nArmy leaders must learn to fulfill expectations of all soldiers including other leaders. FM 22-100 addresses fundamental expectations:  \n• Demonstrate tactical and technical competence.  \nKnow 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.  \n• Teach subordinates.  \nIn 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.  \nDISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited  \n*This publication supersedes FM 22-100, 31 October 1983.  \ni  \n• Be a good listener.  \nWe 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.  \n• Treat soldiers with dignity and respect.  \nLeaders 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.  \n• Stress basics.  \nLeaders 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.  \n• Set the example.  \nLeaders abide consist","cbCaivwVa7VtpBhK","https://ap.wps.com/l/cbCaivwVa7VtpBhK","pdf",7318003,96,"English","# MILITARY LEADERSHIP\n## Leadership development pillars\n## Core purposes of FM 22-100\n## Principal focus of the manual\n## Professional military values\n## Fundamental expectations of Army leaders\n## Publication and distribution notes","[{\"question\":\"What are the three pillars for developing Army leaders in FM 22-100?\",\"answer\":\"FM 22-100 describes institutional training, operational assignments, and self-development as three equally important pillars for leader development.\"},{\"question\":\"Who is the manual primarily intended to address?\",\"answer\":\"Its principal focus is on company grade officers, warrant officers, and noncommissioned officers, especially junior leaders at battalion-squadron level and below.\"},{\"question\":\"What fundamental expectations does FM 22-100 place on leaders?\",\"answer\":\"Leaders are expected to demonstrate tactical and technical competence, teach subordinates, be good listeners, treat soldiers with dignity and respect, stress basics, set the example, and set and enforce standards.\"}]","FM 22-100 - MILITARY LEADERSHIP - July 31, 1990 | PDF",1792706188,242]