Leader Development in a Transforming Army

SECRETARY OF THE ARMY Louis Caldera has underscored the requirement to develop competent and capable Leaders. Today, the Army focuses an transforming a brigade organization for more rapid deployment. While the US Army remains trained and ready for decisive combat in potential major theaters of war (MTW), complex and diverse worldwide environments from warfighting in smaller scale contingencies (SSA) to humanitarian assistance require improved strategic responsiveness. The capability to deploy American soldiers-rapidly-is essential for shaping these types of national, international and global situations: That agility is more a function of leadership than technology. And so, as the Army transforms brigade-size formations and realizes near-term strategic responsive ness, leader development will remain fundamental. Companion principles of teamwork, discipline and American warrior ethos also hone the Army's core competency-keeping soldiers, and those whosupport them, prepared to conduct prompt and sustained operations throughout the entire Spectrum of military operations in any environment That requires land-force capabilities.1 To remain ready for those contingencies the Army is committed to developing people. Successful transformation of the Army depends on developing innovative leaders for its new orga: nizations and equipment. The Army's leadership doctrine provides fundamental principles to advance leader development in the uncertain environments ahead. Army modernization and experimentation have highlighted several avenues for particular emphasis. Improved analog and digital command and control (C^sup 2^) systems improve decision making through enhanced situational understanding. However, regardless of the environment or the technology, mental agility-the ability to maintain the initiative in these complex and ambiguous situations-is key to balancing and synchronizing all six Army imperatives-quality people, training, force mix, doctrine, modern equipment and leader development. Adaptive Leaders for the Transforming Army Adaptive leaders are innovative and display initiative with prudent risktaking-training and education must enable them to exploit information-age situational understanding and become agents of change. The leadership framework of Field Manual (FM) 22-100, Army Leadership, describes characteristics of adaptive leaders. The proven tenets of a clearly understood mission and higher commander's intent energize the union of adaptive decision making and leadership. Whether for a small unit leader in an urban alleyway fight or for a senior leader assessing an operation's civil-military impact, the leadership framework of values, attributes, skills and actions remains the foundation of all leadership and leader development action. Leader development presumes mid- and longterm commitments to improving leader qualities bymerging the influences of many factors-military and civil education, self study, experiences, feedback, reflecting, coaching and mentoring. The Army's leader development model; described in DA Pamphlet 350-58, Leader Development for America's Army, includes operational assignments, institutional education and training, and self development.3 The goal of leader development at all levels is to ensure that the Army nurtures adaptive leaders of character and competence prepared to lead across a full spectrum of operational environments. Leaders and soldiers in the 21st century must master information-age technology, for much of the operational environment will be digitized. Simultaneously, leaders must be able to operate using analog or hybrid (analog/digital) command, control, communications, computers, intelligence, surveillance and reconnaissance (C^sup 4^ISR) systems. Building such soldiers and leaders requires a learning organization with new models that span the institutional and educational base, unit operational readiness programs and professional self=development. …