Army Doctrine Reference Publication ADRP 6-22 (FM 6-22) Army Leadership August 2012

de U.S. Department of the Army (éd. de 2012)

Quatrième de couverture

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.

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La note de la communauté Goodreads : 3.64 pour 39 personnes
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En tant que coach, je m'intéresse régulièrement au leadership. Et naturellement, je voulais savoir ce que l'armée en disait. C'est assez intéressant de voir que le modèle a tout de même évolué vers une délégation du contrôle, si nécessaire en opérations, plus importante et que la connaissance de soi y a toute sa place.