ADP 6-22 Leadership

A link to ADP 6-22 can be found here.

1) What covers Army Leadership?

A: ADP 6-22

2) What is Army Leadership?

A: Influencing others by providing purpose, direction, and motivation to accomplish the mission and improve the organization

3) What is “Mission Command”?

A: The Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation.

4) What is AR 600-20?

A: Army Command Policy

5) What are the three levels of leadership?

A: Direct, organizational, and strategic

**)What was the last book on leadership you read and what did you learn from it?

A: Have an answer! Check out AUSA’s 2023 Professional Reading List.

6) What are the three leader attributes?

A: Character, presence, and intellect

7) What are the three leader competencies?

A: Leads, develops, and achieves

8) What does character refer to?

A: Who the leader is; their internal identity

9) What does presence refer to?

A: how others see the leader; their actions, demeanor, and appearance

10) What does intellect refer to?

A: The ability and knowledge the leader possesses

11) Why do leaders develop others?

A: to assume greater responsibility and increase expertise

12) What are the four requirements of character?

A: Army Values, empathy, Warrior Ethos, and discipline

13) What are the four requirements of presence?

A: Military and professional bearing, fitness, confidence, and resilience

14) What are the five requirements of intellect?

A: Mental agility, sound judgement, innovation, interpersonal tact, and expertise

15) What are the five requirements and expectations of “lead”?

A: Leads others, Extends influence beyond the chain of command, Builds trust, Leads by example, and Communicates

16) What is the one requirement and expectation of “achieves”?

A: Gets results

17) What are the four requirements and expectations of “develops”?

A: Fosters espirit de corps (a jealous regard for one’s own unit), prepares self, develops others, and stewards the profession

18) What are the three principal ways that leaders can develop others?

A: Counseling, coaching, and mentoring

19) Name things in a unit which affect morale.

A: Food, military justice, mail, supply, and billeting

20) What are the two barriers to communication?

A: Physical and psychological

21) Describe the Be Know Do.

A: Army leadership begins with what the leader must BE, the values and attributes that shape a leader’s character. Your skills are those things you KNOW how to do, your competence in everything from the technical side of your job to the people skills a leader requires. But character and knowledge while absolutely necessary are not enough. You cannot be effective, you cannot be a leader, until you apply what you know, until you act and DO what you must.

22) What are the Army Values?

A: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage

*HINT* Remember the acronym LDRSHIP

23) Be prepared to provide specific examples of the leadership attributes and competencies. For example, “On a daily basis, provide me an example of how a leader would display the intellect attribute?”

A: As an infantry team leader, I display expertise on a daily basis. PT is something we do every day and as such, I have the responsibility to be an expert at my level. To me, this means being able to safely and effectively lead my team through exercises. We frequently utilize kettle bell swings in our PT plan, but if my Soldiers do not perform the exercise correctly, they do not maximize their gain from the workout and worse could potentially injure themselves in a way that could have been prevented.

24) What is counterproductive/toxic leadership?

A: the demonstration of leader behaviors that violate one or more of the Army’s core leader competencies or Army Values, preventing a climate conducive to mission accomplishment

25) Describe toxic leadership.

A: Leadership incompetence as well as abusive, erratic, corrupt, and self-serving behaviors

 Abusive behaviors—Specific examples include, but are not limited to, bullying, berating others for mistakes, creating conflict, ridiculing others because of the authority held, domineering, showing little or no respect to others, insulting or
belittling individuals, condescending or talking down to others, or retaliating for perceived slights or disagreements.
 Self-serving behaviors—Specific examples include, but are not limited to, displaying arrogance,
lacking concern or empathy for others, taking credit for others’ work, insisting on having their
way, distorting information to favor own ideas, exaggerating accomplishments or abilities, putting
own work and accomplishments ahead of others’ and the mission, displaying narcissistic
tendencies, or exhibiting a sense of entitlement.
 Erratic behaviors—Specific examples include, but are not limited to, blaming others, deflecting responsibility, losing temper at the slightest provocation, behaving inconsistently in words and actions, insecurity, or being unapproachable.
 Leadership incompetence—Specific examples include, but are not limited to, unengaged leadership, being passive or reactionary, neglecting leadership responsibilities, displaying poor judgment, poorly motivating others, withholding encouragement, failing to clearly communicate expectations, or refusing to listen to subordinates.
 Corrupt behaviors—Specific examples include, but are not limited to, dishonesty, misusing government resources or time, creating a hostile work environment, EEO/SHARP violations, or violating Section 3583 (Requirement of Exemplary Conduct), Title 10, United States Code, AR 600-100, or the Uniform Code of Military Justice.

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