Substantive journal

5-1. Leads consists of five competencies. Leads others includes influencing members in the leader's

organization. Influence is central to leadership. Extends influence beyond the chain of command involves

influencing others when the leader does not have designated authority or when others may not recognize the

leader's authority. Builds trust establishes conditions that lead to mutual confidence among leaders and

subordinates. Leader actions and words comprise the competencies of leads by example and communicates.

Actions can speak louder than words and leaders who embody standards as role models are generally more

effective than those who simply talk about standards. Effective leaders clearly communicate what needs to

be done and why.

5-2. Army leaders draw upon their character, presence, and intellect while leading others. Direct leaders

influence others person-to-person, such as a team leader who instructs, encourages hard work, and recognizes

achievement. Organizational and strategic leaders guide organizations directly through their subordinate

leaders, using both direct and indirect means of influence. A company commander directly leads the platoon

leaders, who in turn know what the battalion commander wants done, because the lieutenants understand the

commander’s intent two levels up. The battalion commander does not communicate to the platoon leaders

directly, but rather depends upon the company commanders to lead their organizations according to the

commander’s intent. Intent links higher and lower echelons.

Chapter 5

5-2 ADP 6-22 31 July 2019

5-3. All Army leaders are followers; each reports to someone higher in the chain of command, ultimately

up to the Secretary of the Army who answers to the President. Leaders inspire and guide subordinates to

follow; subordinates react to inspiration and follow guidance while performing their duties. Leaders assess

and establish rapport with followers, and followers act in good conscience to follow guidance. Whether

serving in the role of leader or subordinate, all are honor bound to perform their duties to the best of their

abilities.

5-4. Context determines when a Soldier or DA Civilian is a leader or follower. A first sergeant receives

guidance from the company commander as a follower and then as a leader translates that guidance to the

platoon sergeants. As a leader, the first sergeant does not simply parrot the guidance received. The first

sergeant translates the guidance into terms that are appropriate for the company NCOs in the context of other

information received from the battalion command sergeant major and issues instructions that best meet the

commander’s intent. The activity of influencing others depends on the followers’ knowledge, skills, and

commitment level. The principles of mission command in ADP 6-0 inform the level of control leaders employ

in a particular situation.

5-5. Effective leadership depends on the alignment of purpose, direction, and motivation among leaders

and subordinates. Working with a shared understanding of the operational picture and higher intent generates

the unity of purpose, unity of effort, and consistency essential to maintaining a positive leadership climate.

Subordinates who see consistency will sense shared purpose and be less prone to distraction by confusing or

conflicting guidance from different leaders. Those who align their decisions and activities with their peers,

for example during garrison activities and training, may have greater influence than a leader who does not.

This unifying aspect of leadership can—

 Ensure attitudes and actions up, down, and across units are aligned around a common vision.

 Enable mission command by delegating authority and control appropriate for the situation.

 Cultivate mutually beneficial relationships with others inside and outside the organization.

 Draw on sources of expertise across a unit.

5-6. Leading others requires that leaders influence others to conduct tasks, make decisions, and perform

their duty in ways consistent with Army standards. It is the duty of leaders to motivate others to accomplish

missions in accordance with the Army Values. Leaders influence others to perform their duties in service of

a higher purpose, not personal gain or advantage. Army leaders can draw on a variety of methods to influence

others and can use one or more methods to fit to the specific context of any situation. Some tasks only require

subordinate compliance for success, such as meeting the requirement for flu shots. Others require building a

high level of commitment on the behalf of subordinates to achieve success, such as a platoon seizing a heavily

fortified enemy position. Compliance is the act of conforming to a requirement or demand. Commitment is

willing dedication or allegiance to a cause or organization. Active opposition to influence denotes resistance.

USING COMPLIANCE AND COMMITMENT

5-7. Successful leadership depends upon both the compliance and commitment of those being led. Neither

succeeds on its own in most situations; rather, there is a blend of compliance and commitment amongst

subordinates in each situation. The best leaders generate a sense of commitment that causes subordinates to

go beyond achieving the bare minimum. Compliance to legal and ethical orders, directives, and instructions

is always required. Willing and eager agreement is commitment.

5-8. Whereas compliance only affects a follower’s behavior, commitment reaches deeper—changing

attitudes, beliefs, and behavior. Commitment generally produces longer lasting and broader effects that result

in subordinates being willing to expend more effort of their own accord, or even put themselves at personal

risk, to accomplish the tasks at hand. Once a leader builds commitment among followers, they will likely

demonstrate more initiative, personal involvement, and creativity. Commitment grows from an individual’s

desire to contribute to the organization. Leaders can strengthen commitment by reinforcing followers’

identification with the Nation (loyalty), the Army (professionalism), the unit or organization (esprit de corps),

the leadership in a unit (respect), and to the mission (duty).

Leads

31 July 2019 ADP 6-22 5-3

Methods of Influence

5-9. Influence is the essential activity of leadership and refers to how people affect the intentions, attitudes,

and actions of another person or group of people. Influence depends upon the relationship that develops

between leaders and others. Positive rapport and a sense of mutual trust make subordinates more likely to

respond positively to a leader’s influence. Examples of rapport building include having genuine interest in a

subordinate’s well-being, offering praise for a job well done, and taking time to understand a subordinate’s

position on an issue. Leaders indirectly influence others by demonstrating integrity, empathy, judgment,

expertise, and commitment. Army leaders employ various methods of direct influence based on audience,

intent, and context of the situation. The nine methods listed below represent different ways to influence:

 Pressure.

 Legitimating.

 Exchange.

 Personal appeals.

 Collaboration.

 Rational persuasion.

 Apprising.

 Inspirational appeals.

 Participation.

5-10. Pressure occurs when leaders use explicit demands to achieve compliance, such as establishing

deadlines for the completion of tasks and communicating negative consequences for those not met. This

approach is generally appropriate under two conditions. The first is when emphasis is required to ensure

compliance with previously unmet requirements and subordinates need to reorder their priorities to meet the

higher-level intent to do so. The second is during combat operations, when the pressure the leader applies

explicitly relates to the negative consequences likely to occur should the subordinates fail. Leaders should

use this method infrequently, particularly in garrison, since it tends to create subordinate resentment,

especially if the pressure becomes severe. When subordinates perceive that pressures originate from their

leader’s attempt to please superiors for personal recognition, resentment can quickly undermine an

organization’s morale, cohesion, and quality of performance. Pressure is a suitable choice when the stakes

are high, time is short, or previous attempts to direct action have not been successful.