Why Competencies Are Important Aspects In The Army Leadership Model

This purpose of this essay is to explain what the Army competencies are. This essay will also describe why the competencies are important aspects in the Army leadership model that shape how current and future leaders should mentor. The Army competencies consists of three categories: leads, develops and achieves. These action-related categories create the framework of what an Army leader should do. Leads is the first competency listed in the Army leadership model. According to Army Doctrine Publication (ADP) 6-22, Army Leadership and the Profession, leads shows how someone provides purpose, direction and motivation; builds trust; provides an example; and communicates. Being able to provide purpose, direction and motivation requires a leader

According to ADP 6-22, develops shows how a leader develops themselves, creates a positive climate, develops subordinates, and stewards the profession. Leaders are expected to prepare themselves by maintaining physical fitness, mental health and self-discipline. Leaders must be prepared for expected and unexpected challenges (ADP 6-22, 78). They must be open to expanding their knowledge and developing a keen sense of self-awareness in order to adapt and grow. Creating a positive environment by building unit cohesion and promoting esprit de corps helps develop the workspace around the unit. When a leader establishes a positive climate for others to work in, it fosters into a long-lasting positive culture for the unit. The Army’s culture is deeply rooted in tradition (ADP 6-22). Leaders are responsible for establishing and maintaining positive expectations and attitudes, which produces the setting for positive attitudes and effective work behaviors (AR 600-100, 8). Leaders develop and cultivate the lifelong learning of subordinates and teams to facilitate the achievement of organizational goals. Leaders prepare others to assume positions in the organization, ensuring a more versatile and productive organization. Leaders steward the profession to maintain professional standards and effective capabilities. Leaders take care of the Army profession by applying a mindset that embodies cooperative planning and management of all resources, but especially providing for a strong Army team. Leaders actively engage in sustaining full military readiness and preventing the loss of effectiveness as far into the future as possible (AR 600-100, 8). Leaders should give the necessary influence to support their subordinates’ professional and personal growth, which works to improve the