Leadership is not easy, and there is no magic recipe for successful leadership. That is why there are so many business books about leaders and leadership traits. In the military, we focus on leader development at the very beginning of service, in basic training, and at pre-commissioning . . . every Soldier is a leader. While the principles of tactical leadership are not always easy to do and are certainly aspirational, they are fundamental in nature; provide clear vision and intent, develop mutual understanding and trust, build cohesive teams that work together to achieve decisive results in line with our professional ethic, and provide orders and guidance that develop initiative and focus on what to do and for what purpose, rather than emphasizing the how.These concepts also apply at more senior levels; however, the challenges at the strategic-enterprise level are very different. The Army inherently knew this but did not formally establish a framework for leadership and command above the direct, tactical level until 1987 with the publication of FM 22-103, Leadership and Command at Senior Levels. The transition from tactical to operational leadership is far easier than the transition to strategic leadership. That is why the transition to strategic leadership is central to our efforts at the U.S. Army War College, and why we strive to "produce strategic leaders and ideas invaluable to the Army, the Joint Force, and the Nation." This fourth edition of the Strategic Leadership Primer is designed to facilitate that transition for every student.Many leaders who are successful in early-mid career fail to make the second transition to the enterprise level effectively. Part of their struggle is typically tied to a lack of understanding of the strategic competitive environment where problems are far more complex and previous experiences, while important, are insufficient to solve multi-domain, joint warfighting level challenges. This environment often rewards clarity and punishes those who wait for certainty.
This report is the product of the U.S. Army War College's (USAWC) inaugural Integrated Research Project (IRP) on "U.S.-China Competition: Asia-Pacific Land Force Implications." It addresses a Chief of Staff, Army priority research topic and was sponsored by the U.S. Army Pacific and the Headquarters, Department of the Army, Directorate of Strategy and Policy (HQDA G-35). The report resulted from a whole-of-War-College effort. Core curriculum and regional elective studies augmented student research and facilitated analysis. The Center for Strategic Leadership hosted an implementation workshop to solicit subject matter expertise on recommendations and implementation plans. Faculty from across the USAWC supported the analytical debate, mentored student participants, and reviewed the written contributions. Additionally, the USAWC team engaged in extensive dialogue with senior military leaders, both in theater and at Carlisle Barracks, to explore issues and develop recommendations.
As the nature of warfare evolves, the Army must produce leaders who comfortably interact with diverse populations and embrace complexity. This emerging truth dictates a need for change in how Army officers are trained and selected to lead at the highest levels in order to regain the initiative in managing today's fluid operational environment. The concept of strategic leadership, therefore, must be examined closely in Army doctrine. Social, cultural, and complex problem-solving skills are becoming a priority and must be developed in young officers to provide enough knowledge for senior leaders to leverage later in their careers. Rarely does the typical Army career prepare someone to succeed in the strategic arena where the non-military elements of national power carry greater effects than large numbers of troops and equipment. The basic question addressed in this study is “how effective is the U.S. Army at developing strategic thinkers capable of leading decisively in complex and adaptive environments?” To answer this question, three distinct areas are analyzed: (1) the ability of the Officer Education System (OES) to distinguish critical abilities deemed necessary to succeed in the modern security environment, (2) the ability of the Officer Evaluation Reporting System (OERS) to measure an individual's dedication to self study and lifelong education, and (3) the ability of the same OERS to measure individual skills acquired through operational experience. The Army's current OES pushes the most complex topics to the final stages of an officer's educational career. As a result, few officers get a chance to expand their intellectual boundaries through critical and creative thinking prior to their field grade experience. Doing business this way denies the opportunity for junior level officers to develop the requisite skills needed to excel in the strategic arena. The Army must promote advanced educational opportunities as healthy and necessary to a young officer's career. As the key process for reporting a leader's abilities and potential for advancement, the OERS focuses primarily on current performance and provides little incentive to highlight an officer's dedication to career-long professional development. The over-valuing of short-term success negates the potential benefits of continuous learning, a long-term endeavor. The result of such short-sightedness stifles innovation while entrenching a “business as usual” approach to leadership development ignoring the changing operational environment. The personnel management system continues to emphasize combat deployments, regardless of skills acquired, over an officer's need for professional development. The current version of the OER fails to utilize the leader development aspects it was designed to accomplish. The Army must look into traits and attributes particular to leaders at the senior levels in order to develop context-based evaluation systems. Junior and senior level leaders should not be evaluated on the same scale. A way to accomplish this is to establish qualitative standards for branch qualification based on operational experiences, not just on the number of months assigned. To force a change in the culture and career progression of leaders prepared for 21st century warfare, the officer education and evaluation methodologies must adapt to reflect the complexities of the contemporary operating environment. To accomplish this, the Army must adjust its leader development systems to recognize and promote strategic thinking much earlier than in past generations.
Each year, the Army After Next Seminar students are asked to orient their Strategy Research Papers on topics appropriate to the programs 30-years in the future focus. Thirty years ago, the United States Army was deeply involved in Vietnam and in the Cold War. Officers could reasonably expect to serve repetitive tours in Southeast Asia interspersed with tours along either the Korean Demilitarized Zone or the Inter-German Border. The tension between sometimes guerrilla, sometimes major warfare in the Pacific and the prospects of nuclear war in Europe made any prognostications of a future like that which we currently enjoy an exercise in silliness. Yet we are now asking officers to make such prognostications with the end in view that they might be less surprised by whatever does come into being.
How the world's most dynamic organization prepares its leaders for battle, with valuable insights for today's business arena For mor than 50 years, The U.S. Army Leadership Field Manual has provided leadership training for every officer training program in the U.S. Army. This trade edition brings the manual's value-based leadership principles and practices to today's business world. The result is a compelling examination of how to be an effective leader when the survival of your team literally hangs on your decisions. More than 60 gripping vignettes and stories illustrate historical and contemporary examples of army leaders who made a difference. The U.S. Army Leadership Field Manual also provides: A leadership approach based on the army's core principles of "Be, Know, Do" Hands-on lessons to enhance training, mentoring, and decision-making skills Chapters that focus on the different roles and requirements for leadership
With the importance of sustainability and its impact on the Department of Defense, CSL's National Security Issues Branch has collected works from subject matter experts who cover the topic in a variety of ways in everything from sustainability and national security to sustainability of installations. In particular, Dr. Jim Hartman's chapter, "Sustainability and National Security", examines the evolution of the Army's sustainability program and its contributions to the national strategic security objectives. The growing world population and imbalance of natural resources are expected to affect US, as well as Army, interests. Dr. Hartman asserts sustainability is the nexus to ensure future security, which can only be achieved through the development and implementation of sound business practices. Dr. Hartman opines the Army, as a large institution, is well suited to lead a whole of government approach to sustainability.
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.
As the war in Afghanistan draws to a close, the Army increasingly is focused upon 'regionally aligning' its forces. To do so effectively, however, it must undertake several initiatives. First, the Army must acknowledge and liberate the unique productive capabilities (talents) of each individual. Second, it must shift from process-oriented, industrial age personnel management to productivity-focused, information age talent management. Third, the Army must foster enduring human relationships between its organizations and the governments, militaries, and populations to which they are regionally aligned. Hand in hand with this, it must redesign its Force Generation Model to create regional expertise at both individual and organizational levels. Finally, the Army must ensure that regional alignment does not degrade the worldwide 'flex' capabilities of its forces"--Publisher's web site.
This text explains and synthesizes the functioning and relationships of numerous Defense, Joint, and Army organizations, systems, and processes involved in the development and sustainment of trained and ready forces for the Combatant Commanders. It is designed to be used by the faculty and students at the U.S. Army War College (as well as other training and educational institutions) as they improve their knowledge and understanding of "How the Army Runs." We are proud of the value that senior commanders and staffs place in this text and are pleased to continue to provide this reference.
This monograph focuses upon "regional alignment," viewed by many as critical if the Army is to remain both relevant and effective in the 21st century security environment. Despite its title, the monograph is part of the Strategic Studies Institute's ongoing "talent management" series. In fact, the authors argue that world class talent management is a necessary pre-condition to creating an effective regional alignment strategy for the Army. They identify several serious challenges to creating a workable regional alignment of Army units, most of which hinge upon understanding and liberating the unique talents of individual soldiers and civilians. They also argue that the Army's current Force Generation Model is not conducive to creating and maintaining regionally expert units and must be adjusted accordingly.
At a time of fiscal constraint and global uncertainty, should the United States retrench geopolitically or seek to reinvigorate its international leadership? This collection of essays puts this pressing question in historical and theoretical context. The contributors to this text examine past episodes in which U.S. policymakers confronted similar choices, and draw insights from the strategies that they fashioned in response. The essays also consider the major theoretical and policy debates pertaining to the issues of retrenchment and renewal today. Historians, political scientists, military strategists and international relations scholars may value the historical, theoretical, and comparative policies contained within this text. Related products: New Spring 2017!-- The Pivot to Asia: Can it Serve as the Foundation for American Grand Strategy in the 21st Century is available here: https: //bookstore.gpo.gov/products/sku/008-000-01207-5 Strategy and Grand Strategy: What Students and Practitioners Need to Know is available here: https: //bookstore.gpo.gov/products/sku/008-000-01180-0 The Borderlands of Southeast Asia: Geopolitics, Terrorism, and Globalization is available here: https: //bookstore.gpo.gov/products/sku/008-020-01608-0 New Spring 2017! Charting a Course: Strategic Choices for a New Administration can be found here: https: //bookstore.gpo.gov/products/sku/008-000-01231-8 Economic Security: Neglected Dimension of National Security print format can be found at this link: https: //bookstore.gpo.gov/products/sku/008-020-01617-9 --ePub format can be found at this link: https: //bookstore.gpo.gov/products/sku/008-020-01617-9 Foreign Relations of the United States, 1969-1976, Volume XXXV, National Security Policy, 1973-1976 can be found at this link: https: //bookstore.gpo.gov/products/sku/044-000-02655-4 Foreign Relations of the United States, 1969-1976, Volume XXXIV, National Security Policy can be found at this link: https: //bookstore.gpo.gov/products/sku/044-000-02641-4 American Foreign Policy: Regional Perspectives; Proceedings, A Workshop Sponsored by the William B. Ruger Chair of National Security Economics, Newport, Rhode Island, 13-15 May 2009 can be found at this link: https: //bookstore.gpo.gov/products/sku/008-020-01594-6 Do Fewer Resources Mean Less Influence?: A Comparative Historical Case Study of Military Influence in a Time of Austerity can be found at this link: https: //bookstore.gpo.gov/products/sku/008-000-01101-0?ctid=1609
The U.S. Army War College (USAWC) is proud to present the 28th Edition of How the Army Runs: A Senior Leader Reference Handbook, 2011-2012. Publication of this text at this time, when the Army has been at war for almost a decade, has almost completed restructuring of its operating force, and is addressing the structure of the generating force, as well as completing formidable base closure and restationing actions, gives credence to the enduring truth that in order to be successful the Army must sustain and improve itself while it is fully committed to the Nation's bidding. The systems and processes documented and explained in this work are designed to do just that. This text was prepared under the direction of the faculty of the Department of Command, Leadership, and Management. It is intended to be used in an academic environment during the study of the systems and processes used to develop and sustain trained and ready combat forces to be used by the Combatant Commanders.
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