Adrp 6-22 Leadership Requirement Model

HOW FIELD GRADE OFFICERS LEAD IN THE DEVELOPMENT OF ORGANIZATIONS AND LEADERS TO ACHIEVE RESULTS

As a field grade officer in the U.S. Army, there will always be challenges and opportunities to lead organizations and leaders in order to sustain positive results. Per the ADRP 6-22, Army Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADP 6-22). As the incoming Brigade Commander of the 4th ABCT, there are significant challenges within the brigade that need to be addressed and resolved. In order to correct the deficiencies of the Brigade, as the incoming Commander, the Leadership Requirement Model is a great reference as to what leaders need

The 4th ABCT’s high operational tempo and multiple deployments has resulted in several issues ranging from poor moral, lack of loyalty to the brigade and leadership, equipment shortages, and a lack of family readiness support. There are several references and guidelines provided to address these problems. When developing organizations, the framework for improving organizations while operating will be implemented. Some areas to concentrate on are; leading change, leader development, culture and climate, ethical alignment, vision, and extending influence When a leader knows an organization needs change, resistance to that change should be expected. This brigade requires several changes and the resistance will be the overall primary challenge. In order to implement the significant amount of changes required within the 4th ABCT, the John P. Kotter model will be utilized and provide great systematic approach. This model outlines an eight-stage change

A brigade is an extremely large team and the leadership must collate to address issues and implement change. One example of why a guiding coalition is required is the issue of non-deployable soldiers in the brigade. The brigade’s historical unit status reports indicate only deployed at 92 deployment strength, although the assigned strength was 105 percent. During the 4th ABCT’s last deployment, 100 soldiers were redeployed for non-combat-related medical problems. A significant number of non-deployable soldiers remain on unit roles. Additionally, since returning, the number of medical non-deployable soldiers has slightly increased. Obviously, this issue needs to be addressed. But, all battalions throughout the brigade must coordinate and address it as a coalition. All battalions need to have a similar plan of action and develop a guiding coalition of leaders to take action and resolve the non-deployable soldier situation. If the guiding coalition is not uniform throughout the battalions, there will be animosity between the battalions. This will directly impact the brigade as a whole, and the change that is required will fail. A guiding coalition is required when addressing other issues as well, such as the equipment shortages, staffing shortages, and family readiness issues. The battalions need to have guidance from the brigade in