The leadership requirements model is grounded in historical experience and determinations of what works best for the Army. Army research supports the model’s completeness and validity. The model identifies core competencies and attributes applicable to all types and echelons of Army organizations. The model conveys expectations and establishes the capabilities needed of all Army leaders regardless of rank, grade, uniform, or attire. Collectively, the leadership requirements model is a significant contributor to individual and unit readiness and effectiveness.

As a common leadership model for the Army, the leadership requirements model aligns expectations with leader development activities and personnel management practices and systems. Understanding the expectations and applying the attributes and competencies prepares leaders for the situations they are most likely to encounter. The model informs leaders of the enduring capabilities needed regardless of echelon, mission, or assignment. All model components are interrelated and relate to the Department of Defense (DOD) civilian leader development framework found in DODI 1430.16.

The model’s components center on what a leader is (attributes—BE and KNOW) and what a leader does (competencies—DO). A leader’s character, presence, and intellect enable them to apply the core leader competencies and enhance their proficiency. Leaders who gain expertise through operational assignments, institutional learning, and self-development will be versatile enough to adapt to most situations and grow into greater responsibilities. Figure 1-3 illustrates the framework.

A major distinction between the attributes and competencies of the leadership requirements model is that competencies are skills that can be trained and developed while attributes encompass enduring personal characteristics, which are molded through experience over time. A Soldier can be trained to be an effective machine gunner, but may not necessarily be a brave machine gunner without additional experience. Every educational, operational, and self-development event is an opportunity for observation, feedback, and reflection.

Core Leader Attributes

Attributes are characteristics internal to a leader. These affect how an individual behaves, thinks, and learns within certain conditions. Strong character, solid presence, and keen intellect enable individuals to perform the core leader competencies with greater effect. The three categories of core attributes are—

• Character: the moral and ethical qualities of the leader.
• Presence: characteristics open to display by the leader and open to viewing by others.
• Intellect: the mental and social abilities the leader applies while leading.

See pp. 1-17 to 1-26 for further discussion of core leader attributes.

Core Leader Competencies

The core leader competencies are actions that the Army expects leaders to do: lead, develop, and achieve. Competencies provide an enduring, clear, and consistent way of conveying expectations for Army leaders. The core competencies are universal for all Army leaders. The core competency categories are—

• Leads: provides purpose, direction, and motivation; builds trust; provides an example; communicates.
• Develops: develops themselves, creates a positive climate, develops subordinates, and stewards the profession.
• Achieves: executes, adjusts, and gets results to accomplish tasks and missions on time and to standard.

See pp. 1-27 to 1-28. Core leader competencies are covered in further detail on the following pages: leads (pp. 1-29 to 1-40), develops (pp. 1-41 to 1-48), and achieves (pp. 1-49 to 1-50).

This article is an extract from "TLS7: The Leader’s SMARTbook, 7th Ed. (Leadership as a Dynamic of Combat Power)" by The Lightning Press. Download a free PDF sample and learn more at:  TLS7: The Leader’s SMARTbook, 7th Ed. (Leadership as a Dynamic of Combat Power).

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