Army Field Manual Fm 22-100: The U.s. Army Leadership Field Manual

by U.S. Department of the Army

"Soldiers represent what's best about the Army. Day in and day out, in the dark and in the mud and in faraway places, they execute tough missions whenever and wherever the Nation calls. They deserve our very best-leaders of character and competence who act to achieve excellence. That theme resounds throughout FM 22-100, Army Leadership, and echoes our time-honored principle of BE, KNOW, DO. This leadership manual lays out the framework that applies to all Army leaders-officer and NCO, military and civilian, active and reserve component. At the core of our leadership doctrine are the same Army Values embedded in our loyalty, duty, respect, selfless service, honor, integrity, and personal courage (LDRSHIP). The framework also outlines physical, mental, and emotional attributes that together with values form 'character'-what a leader must BE. Being a person of character is fundamental to the Army. What makes Army leaders of 'competence' are skills with people, ideas, things, and war-fighting. We refer to those four sets of skills as interpersonal, conceptual, technical, and tactical. Many are common to leaders in all situations; some additional skills are required for those who gain increasing responsibility. Leaders of character and competence are those with the appropriate skills, leaders who KNOW their people, their equipment, and their profession. All that is still not enough. We call on our leaders to translate character and competence into leader actions. Army Leaders influence people-by providing purpose, direction, and motivation-while operating to accomplish the mission and improving the organization. Leaders inspire others toward common goals and never lose sight of the future even as they labor tirelessly for the demands of today. That is what we expect our leaders to DO."-From the Preface.

Genres: Military Fiction, Leadership, Nonfiction, Reference

276 pages, Paperback

First published October 1, 2006

About the author

The Department of the Army (DA) is one of the three military departments within the Department of Defense of the United States of America. The Department of the Army is the Federal Government agency within which the United States Army is organized, and it is led by the Secretary of the Army who has statutory authority 10 U.S.C. § 3013 to conduct its affairs and to prescribe regulations for its government, subject to the limits of the law, and the directions of the Secretary of Defense and the President.

The Secretary of the Army is a civilian official appointed by the President and confirmed by the Senate. The highest-ranking military officer in the department is the Chief of Staff of the Army, who is also a member of the Joint Chiefs of Staff. Other senior officials of the Department are the Under Secretary of the Army (principal deputy to the Secretary) and the Vice Chief of Staff of the Army (principal deputy to the Chief of Staff.)

The Department of War was originally formed in 1789 as an Executive Department of the United States, and was renamed by the National Security Act of 1947 to the Department of the Army on September 18, 1947. By amendments to the National Security Act of 1947 in 1949, the Department of the Army was transformed to its present-day status.

Reviews

[Royce Ratterman · Rating 5 out of 5]

Read/referenced for personal historical research after reading 'Grateful American: A Journey from Self to Service' by Gary Sinise, which contains the history behind this works compilation. I found this work of immense interest and its contents helpful and inspiring - star rating relates to the book's contribution to my needs. Overall, this work is also a good resource for the researcher and enthusiast. "Military ethics includes loyalty to the nation, the Army, and your unit; duty; selfless service; and integrity."
-Preface Excerpt:
Army leaders must learn to fulfill expectations of all soldiers including other leaders. FM 22-100 addresses fundamental expectations:
-Demonstrate tactical and technical competence.
-Teach subordinates.
-Be a good listener.
-Treat soldiers with dignity and respect.
-Stress basics.
-Set the example.
-Set and enforce standards.
-A leader must know, and always
More:
Five manuals contain our leadership doctrine. Each manual addresses specific leadership needs, supports our operations doctrine, and contributes to our Army’s ability to fight or to deter aggression:
FM 22-100 tells leaders how to lead in a direct, face-to-face mode.
FM 22-101 tells leaders how to conduct leadership counseling.
FM 22-102 tells leaders how to develop soldier teams at company level and below that can meet the challenges of combat.
FM 22-103 gives principles and a framework for leading and commanding at senior levels.
FM 25-100 provides expectations and standards for leaders on training doctrine.
-FOUR ELEMENTS OF THE PROFESSIONAL ARMY ETHICS
• Loyalty.
• Duty.
• Selfless service.
• Integrity.

Indicators of battle fatigue may differ from soldier to soldier.
- Indicators of Battle Fatigue include:
Tension: aches, pains, trembling, and fidgeting.
Jumpiness at sudden sounds or movement.
Cold sweat: dry mouth, pale skin, eyes hard to focus.
Pounding heart: may feel dizzy or light-headed.
Feeling out of breath.
Upset stomach: may throw up.
Diarrhea or constipation: frequent urination.
Fatigue: feel tired, drained; takes an effort to move.
Distant, haunted (“1000-yard”) stare.
Anxiety: keyed up, worrying, expecting the worst.
Irritability: swearing, complaining, easily bothered.
Difficulty paying attention, remembering details.
Difficulty thinking, speaking, communicating.
Trouble sleeping, awakened by bad dreams.
Grief: tearful, crying for dead or wounded buddies.
Feeling bad about mistakes or what had to be done.
Anger: feeling let down by leaders or others in unit.
Beginning to lose confidence in self and unit.
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Of additional interest:
(Paraphrased & edited from attnrney Trey Gowdy’s public statement)

There exists no universal 'right' to serve in the US Military.
The Military is in no way an equal opportunity employer.
It is very far from it... and for very good reasons.

The Military uses prejudice regularly and consistently to deny citizens from joining for being too old or too young, too fat or too skinny, too tall or too short. Citizens are denied for having flat feet, or for missing or having additional fingers. Poor eyesight will disqualify you, as well as bad teeth.
Malnourished? Drug addiction? Bad back? Criminal history? Low IQ? Anxiety? Phobias? Hearing damage? Hear voices in your head? Self-identification as a Unicorn? Need a special access ramp for your wheelchair? Can't run the required course in the required time? Can't do the required number of push-ups? Not really a morning person? Refuse to get out of bed before noon?
All can be legitimate reasons for denial.

The Military has one job: Winning War. Anything else is a distraction and a liability.
Think that isn't fair? War is VERY unfair, there are no exceptions made for being special or challenged or socially wonderful. YOU must change yourself to meet Military standards and not the other way around. You don't change the Military - you must change yourself.

The Military is not about being fair, it is about taking advantage of others and about winning. The Military doesn't need to accommodate anyone with special issues.

The Military needs to Win Wars and keep its Country safe - PERIOD! If any of your personal issues are liabilities that detract from readiness, you are (militarily considered) actually detrimental to mankind's global safety and security.

Thank you for NOT applying and wasting the government's time and resources.
Good luck in your future endeavors.
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Remember - the military is NOT an encounter group for the troubled of mind, soul, self-identity, or any other malady imagined, perceived and/or experienced.

[Bernie4444 · Rating 5 out of 5]

Something practical we can all use throughout our life.

This book carried me through two different decades in the military. It is one of the few books that make clear what leadership is and the actual mechanics of leadership which can apply to everyday life.

But for anyone in the military or planning a military career this book is worth reading even if not issued.

I plan to use it if I ever get around to writing that novel.

This book is much more than the sum of its parts and to understand it you have to live it.

One of my favorites is:

“The practical value of history is to throw the film of the past through the material projector of the present onto the screen of the future.” - B. H. Liddell Hart (1895-1970) English Military Writer and Strategist.

[Benjamin Uke · Rating 3 out of 5]

Dry field manual attempting to describe leadership attributes and competencies.

[Mike]

Basic tenets of leadership.