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Please assist me in writing an 800 word essay on “I will not use my grade or position to attain pleasure, profit, or personal safety”, and I will not compromise my integrity, nor my moral courage” and what it means to be a leader? according to ADP 6-22. And what it means to be a squad leader in todays Army? I have attached the Creed of a Noncommissioned Officer and the ADP 6-22 for your reference. Thank you.

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ADP 6-22
ARMY LEADERSHIP
AND THE PROFESSION
JULY 2019
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
This publication supersedes ADP 6-22 and ADRP 6-22, dated
1 August 2012 and ADRP 1, dated 14 June 2015.
HEADQUARTERS, DEPARTMENT OF THE ARMY
This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil/) and the Central Army Registry site
(https://atiam.train.army.mil/catalog/dashboard).
Change No. 1
Headquarters
Department of the Army
Washington, DC, 25 November 2019
ARMY LEADERSHIP AND THE PROFESSION
1.
This publication is changed to incorporate traits of the Army profession.
2.
A plus sign (+) denotes changed material.
3.
ADP 6-22, 31 July 2019, is changed as follows:
Remove Old Pages
Insert New Pages
pages i through vii
pages i through ix
pages 1-1 through 1-14
pages 1-1 through 1-23
pages Source Notes-1 through Source Notes-2
pages Source Notes-1 through Source Notes-2
pages Glossary-1 through Glossary-2
pages Glossary-1 through Glossary-2
pages References-1 through References-3
pages References-1 through References-3
pages Index-1 through Index-2
pages Index-1 through Index-2
4.
File this transmittal sheet in front of the publication for reference purposes.
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
ADP 6-22, C1
25 November
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DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve: 7R EH Gistributed in
DFFRUGDQFHZLWKWKHLQLWLDOGLVWUXEXWLRQQXPEHU ,’1 110180,UHTXLUHPHQWVIRUADP 6-22
*ADP 6-22
Army Doctrine Publication
No. 6-22
Headquarters
Department of the Army
Washington, DC, 31 July 2019
ARMY LEADERSHIP AND THE PROFESSION
Contents
Page
PREFACE……………………………………………………………………………………………………… v
INTRODUCTION ………………………………………………………………………………………….. vii
Chapter 1
THE ARMY PROFESSION, ETHIC, AND LEADERSHIP …………………………………. 1-1
+The Army Profession and Ethic ……………………………………………………………………. 1-1
+The Army Profession ………………………………………………………………………………….. 1-1
+The Army Ethic ………………………………………………………………………………………….. 1-6
+Expectations for the Army Profession, Based on Our Ethic ……………………………… 1-8
The Army Values ……………………………………………………………………………………….. 1-12
Army Leadership ……………………………………………………………………………………….. 1-13
Army Leadership Requirements Model …………………………………………………………. 1-15
Dynamics of Leadership ……………………………………………………………………………… 1-17
Roles of Leadership ……………………………………………………………………………………. 1-20
Levels of Leadership ………………………………………………………………………………….. 1-22
PART ONE
THE ARMY LEADER: PERSON OF CHARACTER, PRESENCE, AND
INTELLECT
Chapter 2
CHARACTER ……………………………………………………………………………………………… 2-1
Foundations of Army Leader Character ………………………………………………………….. 2-1
Army Values ……………………………………………………………………………………………….. 2-1
Empathy……………………………………………………………………………………………………… 2-8
Warrior Ethos and Service Ethos …………………………………………………………………… 2-8
Discipline ………………………………………………………………………………………………….. 2-10
Humility …………………………………………………………………………………………………….. 2-11
Chapter 3
PRESENCE ………………………………………………………………………………………………… 3-1
Foundations of Army Leader Presence …………………………………………………………… 3-1
Military and Professional Bearing …………………………………………………………………… 3-1
Fitness ……………………………………………………………………………………………………….. 3-1
Confidence …………………………………………………………………………………………………. 3-2
Resilience …………………………………………………………………………………………………… 3-2
Chapter 4
INTELLECT ………………………………………………………………………………………………… 4-1
Foundations of an Army Leader Intellect …………………………………………………………. 4-1
Mental Agility ………………………………………………………………………………………………. 4-1
Sound Judgment …………………………………………………………………………………………. 4-2
Innovation …………………………………………………………………………………………………… 4-2
Interpersonal Tact ………………………………………………………………………………………… 4-2
Expertise …………………………………………………………………………………………………….. 4-3
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes ADP 6-22 and ADRP 6-22, both dated 1 August 2012, and ADRP 1, dated
14 June 2015.
ADP 6-22, C1
i
Contents
PART TWO
COMPETENCY-BASED LEADERSHIP FOR DIRECT THROUGH
STRATEGIC LEADERS
Chapter 5
LEADS ………………………………………………………………………………………………………. 5-1
Leads Others ………………………………………………………………………………………………. 5-1
Builds Trust ………………………………………………………………………………………………… 5-8
Extends Influence Beyond the Chain of Command ………………………………………….. 5-9
Leads by Example……………………………………………………………………………………… 5-12
Communicates ………………………………………………………………………………………….. 5-14
Chapter 6
DEVELOPS ………………………………………………………………………………………………… 6-1
Develops Leaders ……………………………………………………………………………………….. 6-1
Prepares Self ……………………………………………………………………………………………… 6-2
Creates a Positive Environment/Fosters Esprit de Corps………………………………….. 6-4
Develops Others …………………………………………………………………………………………. 6-8
Stewards the Profession …………………………………………………………………………….. 6-14
Chapter 7
ACHIEVES …………………………………………………………………………………………………. 7-1
Gets Results ……………………………………………………………………………………………….. 7-1
Purpose ……………………………………………………………………………………………………… 7-1
Chapter 8
LEADERSHIP IN PRACTICE ……………………………………………………………………….. 8-1
Leaders and Challenges ………………………………………………………………………………. 8-1
Leaders and Courage ………………………………………………………………………………….. 8-1
Leadership and Management ……………………………………………………………………….. 8-2
Adaptability and Versatility ……………………………………………………………………………. 8-2
Challenges of an Operational Environment …………………………………………………….. 8-4
Stress of Change ………………………………………………………………………………………… 8-6
Operational Stress ………………………………………………………………………………………. 8-6
Counterproductive Leadership ………………………………………………………………………. 8-7
PART THREE LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
Chapter 9
ORGANIZATIONAL LEADERSHIP ………………………………………………………………. 9-1
Leading ……………………………………………………………………………………………………… 9-1
Developing …………………………………………………………………………………………………. 9-3
Achieving ……………………………………………………………………………………………………. 9-6
Chapter 10
STRATEGIC LEADERSHIP ……………………………………………………………………….. 10-1
Leading ……………………………………………………………………………………………………. 10-2
Developing ……………………………………………………………………………………………….. 10-5
Achieving ………………………………………………………………………………………………….. 10-7
SOURCE NOTES ……………………………………………………………………. Source Notes-1
GLOSSARY …………………………………………………………………………………… Glossary-1
REFERENCES……………………………………………………………………………. References-1
INDEX ………………………………………………………………………………………………… Index-1
ii
ADP 6-22, C1
25 November 2019
Contents
Figures
+Introductory figure 1. Logic map …………………………………………………………………………………………ix
+Figure 1-1. The Army profession …………………………………………………………………………………….. 1-2
+Figure 1-2. The Army ethic, including Army Values …………………………………………………………… 1-9
Figure 1-3. The Army leadership requirements model ……………………………………………………….. 1-15
Figure 1-4. Navigating leader competencies …………………………………………………………………….. 1-16
Figure 1-5. Army leadership levels. …………………………………………………………………………………. 1-22
Figure 5-1. General Eisenhower’s D-Day statement……………………………………………………………. 5-6
Tables
Introductory table 1. New Army terms ………………………………………………………………………………… viii
+Introductory table 2. Modified Army terms and acronyms……………………………………………………. viii
+Table 1-1. The framework for the Army ethic ……………………………………………………………………. 1-7
Table 2-1. Attributes associated with CHARACTER …………………………………………………………….. 2-12
Table 3-1. Attributes associated with PRESENCE …………………………………………………………………. 3-3
Table 4-1. Attributes associated with INTELLECT …………………………………………………………………. 4-5
Table 5-1. The competency LEADS OTHERS ……………………………………………………………………….. 5-8
Table 5-2. The competency BUILDS TRUST …………………………………………………………………………. 5-9
Table 5-3. The competency EXTENDS INFLUENCE BEYOND THE CHAIN OF COMMAND …………………. 5-11
Table 5-4. The competency LEADS BY EXAMPLE ………………………………………………………………… 5-14
Table 5-5. The competency COMMUNICATES …………………………………………………………………….. 5-16
Table 6-1. The competency PREPARES SELF ………………………………………………………………………. 6-4
Table 6-2. The competency CREATES A POSITIVE ENVIRONMENT …………………………………………….. 6-8
Table 6-3. Counseling—Coaching—Mentoring Comparison ………………………………………………. 6-11
Table 6-4. The competency DEVELOPS OTHERS ………………………………………………………………… 6-14
Table 6-5. The competency STEWARDS THE PROFESSION ……………………………………………………. 6-15
Table 7-1. The competency GETS RESULTS ………………………………………………………………………… 7-3
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ADP 6-22, C1
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Preface
ADP 6-22, Army Leadership and the Profession, 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.
Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United
States’, international, and host-nation laws and regulations. Commanders at all levels ensure their Soldiers
operate in accordance with the Army ethic, the law of war and the rules of engagement (see FM 6-27).
This publication contains copyrighted material.
ADP 6-22 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both
the text and glossary. When first defined in the text, terms for which ADP 6-22 is the proponent publication
are boldfaced and italicized, and definitions are boldfaced. When first defining other proponent definitions
in the text, the term is italicized and the proponent publication follows the definition. Following uses of the
term are not italicized. Terms for which ADP 6-22 is the proponent publication (the authority) are marked
with an asterisk (*) in the glossary. Underlined words are for emphasis; these are not formally defined terms.
ADP 6-22 applies to the Regular Army, Army National Guard/Army National Guard of the United States,
United States Army Reserve, and Department of the Army Civilians unless otherwise stated.
The United States Army Combined Arms Center is the proponent of ADP 6-22. The preparing agency is the
Center for the Army Profession and Leadership, Mission Command Center of Excellence, United States
Army Combined Arms Center. Send written comments and recommendations on a DA Form 2028
(Recommended Changes to Publications and Blank Forms) to Center for Army Profession and Leadership,
ATTN: ATZL-MCV (ADP 6-22), 804 Harrison Drive, Bldg 472, Fort Leavenworth, KS 66027-2308 or by
email to [email protected].
25 November 2019
ADP 6-22, C1
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Acknowledgements
These copyright owners have granted permission to reproduce material from their works.
Leadership in Organizations, 8th ed by Gary Yukl. Reproduced with permission of the author. Copyright ©
2012.
Making Partnerships Work: A Relationship Management Handbook, by Jonathan Hughes and Jeff Weiss.
Reproduced with permission of Vantage Partners, LLC. Copyright © 2001. All rights reserved.
“How to Manage Alliances Strategically,” by Ha Hoang and Frank T. Rothaermel. © 2016 from MIT Sloan
Management Review/Massachusetts Institute of Technology. All rights reserved. Distributed by Tribune
Content Agency, LLC.
Republished with permission of the Academy of Management, from “Successful Organizational Change:
Integrating the Management Practice and Scholarly Literatures,” Jeroen Stouten, Denise M. Rousseau, and
David De Cremer, 12(2), © 2018.
vi
ADP 6-22, C1
25 November 2019
Introduction
ADP 6-22 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.
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.
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Introduction
ADP 6-22 contains 10 chapters comprising three parts describing the Army’s approach to leadership:
 +Chapter 1 describes the Army profession, and the ways the Army ethic underpins the decisions
and actions of all Army leaders. It discusses the characteristics of the Army profession and
expectations of all Army professionals. Chapter 1 also defines leadership, describes the
foundations of Army leadership, introduces the Army leadership requirements model, and
addresses the various roles of Army leaders and the echelons of leadership.
 Part One describes the leader attribute categories of character, presence, and intellect. Chapter 2
discusses the attribute category of character: Army Values and Army ethic, empathy, Warrior
Ethos/Service Ethos, discipline, and humility. Chapter 3 discusses the attribute category of
presence: military and professional bearing, fitness, confidence, and resilience. Chapter 4
discusses the attribute category of intellect: mental agility, sound judgment, innovation,
interpersonal tact, and expertise.
 Part Two describes the core leader competencies and their application. Chapter 5 addresses the
competency category of leads: leads others, builds trust, extends influence beyond the chain of
command, leads by example, and communicates. Chapter 6 describes the competency category of
develops: prepares self, creates a positive environment, develops others, and stewards the
profession. Chapter 7 describes the competency category of achieves and the supporting actions
of providing guidance, and managing and monitoring duties and missions. Chapter 8 discusses the
challenges of the operational environment, stress, and change.
 Part Three addresses the roles and responsibilities of organizational leaders in chapter 9 and of
strategic leaders in chapter 10.
Changes to terms used in ADP 6-22 are addressed in introductory tables 1 and 2. The logic map for ADP 6-22
is shown in introductory figure 1.
Introductory table 1. New Army terms
Term
Remarks
counterproductive leadership
New term. ADP 6-22 is the proponent publication.
+Introductory table 2. Modified Army terms and acronyms
viii
Term
Remarks
Army Civilian Corps
No longer a formally defined term.
Army ethic
ADP 6-22 modifies the term and definition and becomes
the proponent publication.
Army profession
ADP 6-22 modifies the term and definition and becomes
the proponent publication.
Army professional
No longer a formally defined term.
Army leader
Modifies definition.
character
No longer a formally defined term.
esprit de corps
No longer a formally defined term.
leadership
Modifies definition.
military expertise
No longer a formally defined term.
stewardship
No longer a formally defined term.
ADP 6-22, C1
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Introduction
+Introductory figure 1. Logic map
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Chapter 1
The Army Profession, Ethic, and Leadership
For more than 240 years, the United States Army has protected the people and interests
of the Nation. The Army is not alone. The Marines Corps, Navy, Air Force, Coast
Guard, government agencies, and local law enforcement and firefighters all perform
similar services to the Nation and its communities. All volunteered. In many cases,
they choose to place themselves in harm’s way based on a conviction that personal
service makes a difference. Leading Soldiers requires an understanding of the Army
profession and ethic that are the basis for a shared professional identity and underpin
all leader decisions and actions. To inspire Soldiers to risk their lives requires
professional leaders capable of providing purpose, direction, and motivation. This
chapter describes the Army profession, describes the Army ethic, and introduces Army
leadership.
…the Soldier, above all other people, prays for peace, for he must suffer and bear the
deepest wounds and scars of war.
General of the Army Douglas MacArthur
Thayer Award acceptance speech, 1962
+THE ARMY PROFESSION AND ETHIC
1-1. War is a lethal clash of wills and an inherently human endeavor that requires perseverance, sacrifice,
and tenacity. The United States Army’s primary reason for existence is to deploy, fight, and win the Nation’s
wars by providing ready, prompt, and sustained land dominance by Army forces across the range of military
operations as part of the joint force. Enduring the physical hardship, danger, and uncertainty of combat
requires an Army that is professionally committed and guided by an ethic that motivates and guides its forces
in the conduct of missions, performance of duty, and all aspects of life.
1-2. Providing the purpose, direction, and motivation required to inspire others to risk their lives to
accomplish missions requires leaders committed to their profession and ethic. To prepare Army leaders to
fulfill their responsibilities, the Army profession develops Soldiers and Army civilians who demonstrate
character, competence, and commitment through career-long training, education, and experience.
+THE ARMY PROFESSION
1-3. The Army has a dual nature as both a military department of government and a trusted military
profession. The character of the Army as an institution and a profession are both essential to accomplishing
the Army’s mission. However, it is the American people’s trust and confidence in the Army as an ethical
profession that grants it the autonomy to exercise the disciplined initiative critical to accomplishing missions
under diverse conditions around the world.
1-4. Traditional professions share essential characteristics. They provide a vital service to society, requiring
expertise and skill developed through years of training, education, and experience. Professions establish
standards of practice and certify that their members are qualified to serve the needs of society.
1-5. Professionals accept the responsibility to be stewards of the people and resources entrusted to them by
society and to advance the state of their profession in anticipation of changes to the world around them.
Professions motivate their members to answer a “calling to honorable service,” to pursue lifelong learning,
25 November 2019
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1-1
Chapter 1
and to cooperate as members with a common purpose higher than individual gratification. A calling or
vocation means that the mission is more important than the individual is, which is the basis of sacrifice.
1-6. Professions self-police and must live by an ethic with both legal and moral foundations. A professional
ethic provides the set of moral principles that guide decisions and actions in professional practice. Traditional
professions include medicine and law, science and engineering, architecture, higher education, ordained
religious practice, and the military.
1-7. Ultimately, society trusts professions and grants them autonomy and discretion with prudent, balanced
oversight or external controls. If a profession violates its ethic and loses the trust of society, it becomes subject
to increased societal regulation and governance.
1-8. The Army profession is a trusted vocation of Soldiers and Army civilians whose collective
expertise is the ethical design, generation, support, and application of landpower; serving under
civilian authority; and entrusted to defend the Constitution and the rights and interests of the
American people. The Army profession includes two complementary communities of practice—the
Profession of Arms and the Army Civilian Corps.
 The Profession of Arms comprises the Soldiers of the Regular Army, Army National Guard, and
the Army Reserve.
 The Army Civilian Corps is composed of Army civilians serving in the Department of the Army.
+Figure 1-1. The Army profession
1-9. These communities of practice are trusted Army professionals—honorable servants in defense of the
Nation, experts in the performance of their duties, and responsible stewards of the Army profession. The
Army ethic underpins the decision and actions of all Army professionals. (See paragraph 1-44 for more on
the Army ethic.)
CHARACTERISTICS OF THE ARMY PROFESSION
1-10. Five characteristics identify and establish the Army as a profession. These characteristics reflect
American values, the Army ethic, and the Army’s approach to conducting operations. Demonstrated
consistently, these characteristics reinforce trust between the Army profession and the American people. The
five characteristics of the Army profession are—
 Trust.
 Honorable service.
 Military expertise.
 Stewardship.
 Esprit de corps.
Trust
1-11. Trust is the foundation of the Army’s relationship with the American people, who rely on the Army to
ethically, effectively, and efficiently serve the Nation. Within the Army profession, trust is shared confidence
1-2
ADP 6-22, C1
25 November 2019
The Army Profession, Ethic, and Leadership
among commanders, subordinates, and partners in that all can be relied on and all are competent in
performing their assigned tasks.
1-12. Trust has a direct relationship on the time and resources required to accomplish the mission.
Subordinates are more willing to exercise initiative when they believe their commander trusts them. They
will also be more willing to exercise initiative if they believe their commander will accept and support the
outcome of their decisions. Likewise, commanders delegate greater authority to subordinates who have
demonstrated tactical and technical competency and whose judgment they trust.
1-13. Trust within the Army profession allows us to rapidly task organize units and build teams where
interpersonal relations are not yet established. In some situations, trust may be based solely on a common
understanding of an approach to operations. This understanding creates a basic level of trust that, until proven
otherwise, adjacent units or new team members will conduct operations to a common standard.
1-14. The Army’s trust with the American people reflects their confidence and faith that the Army will serve
the Nation and accomplish missions ethically. This trust is earned and reinforced as the Army contributes
honorable service, demonstrates military expertise, and exercises responsible stewardship. External trust with
the joint force, interagency partners, allies, and coalition forces is essential for success in operations across
multiple domains.
1-15. The Army profession is successful when it sustains the respect and trust of the American people. This
requires that professionals perform their duty every day in a manner that the American people judge to be
ethical according to the beliefs and values enshrined in the Nation’s founding documents. Trust is lost when
we fail to meet these expectations. Accordingly, Army leaders establish conditions that serve to prevent
misconduct or unethical practices and take corrective action when it occurs.
1-16. Army professionals protect the constitutional rights of every American and the basic human rights of
all people. Any failure to respect these rights diminishes trust with the American people and with the
international community. Such failure can cause great harm to the legitimacy of the Army profession and the
Nation. Important insights for all Army professionals informing why and how they serve include—
 The collective rights of the American people to independence and political sovereignty constitute
the moral basis for the Army mission.
 Protecting the Nation’s collective rights is the honorable service the Army profession provides for
society.
 Army professionals must not violate the rights of others, or they violate their own ethic and erode
the trust and legitimacy built with the American people, allies, and partners.
 The Army mission justifies the ethical application of landpower.
 The moral justification for the Army mission is the basis for taking the lives of others and placing
the lives of Soldiers at risk.
Honorable Service
1-17. Honorable service is support and defense of the Constitution, the American people, and the national
interest in a manner consistent with the Army ethic. Army professionals serve honorably by obeying the laws
of the Nation and all legal orders. Army forces reject and report illegal, unethical, or immoral orders or
actions.
1-18. Army professionals contri