1. Values and Attributes Leaders of character-this phrase echoes across time and throughout the ranks.

Character describes who a person is inside, and at the core of Army leaders are Army Values. The Army has published, promoted and explained the seven values extensively and nowhere more powerfully than in the lives of our leaders. Those values-loyalty, duty, respect, selfless service, honor, integrity and personal courage (LDRSHIP).

2. Skills Leadership Being a principled, dedicated leader is just the beginning. Leaders develop skills in a variety of areas grouped under four headings. Leaders must possess interpersonal skills and know their people and how to work with them as individuals and teams. Knowing, understanding and applying job-related ideas constitute conceptual skills. Knowing how to use equipment and being proficient with things are technical skills. 3. Do: Leadership Actions This new definition of leadership focuses on what we can see and evaluate behavior. Influencing, operating and improving are root leadership actions. Whether through orders, personal example or cooperative efforts, leaders get others to work together for collective goals. That requires giving reasons and challenges, not just tasks. The doctrine explores three ways that leaders demonstrate influence: communicating, decision making and motivating. 4. The Payoff: Excellence Leadership We can measure leadership by assessing whether the organization performed its tasks, fulfilled its obligations and accomplished its missions. Another way is to assess whether the organization has improved and is capable of even more in the future. However, the ultimate measure of leadership success is excellence. 5. Army Leadership The Army leadership framework establishes what a leader must be, know and do. FM 22-100's first section describes leaders of character and competence. In addition to discussing the leadership framework - values, attributes, skills and actions. 6. Organizational Military Leadership Occurs at levels from battalion through corps within the military; at directorate through installation level for military and civilian leaders; and at assistant through undersecretary levels. From a warfighting perspective, leaders operate at the

tactical level, but their influence is much broader when they operate increasingly through staffs. 7. Strategic Military Leadership Occurs at the highest civilian and military levels, whether in institutional settings stateside or operational contexts around the world. Regardless of the specific environment-Army staff, joint, combined, political or diplomatic-strategic leaders face uncertainty, ambiguity and volatility.

8. First-line Leadership It generally occurs in organizations where subordinates are accustomed to seeing their leaders all the time: teams and squads; sections and platoons; companies, batteries, troops, battalions, and squadrons. The direct leaders span of influence may range from a handful to several hundred people. 9. Legitimate or Formal Leadership Is granted to individuals by virtue of assignment to positions of responsibility and is a function of rank and experience. The positions themselves are based on the leaders level of job experience and training. 10.Informal Leadership Informal leadership can be found throughout organizations, and while it can play an important role in mission accomplishment, it should never undermine legitimate authority. All members of the Army could find themselves in a position to serve as a leader at any time. Informal leadership is not based on any particular rank or position in the organizational hierarchy. 11.Transactional Leadership Emphasizes getting things done within the umbrella of the status quo. In opposition to transformational leadership. By the book" approach - the person works within the rules. Commonly seen in large, bureaucratic organizations. 12.Creative Leadership Ability to uniquely inspire people. generate shared innovative responses and solutions. 13.Corrective Leadership

Empowers staff to facilitate collaborative and synergism. 14. Change Leadership

Endorses alteration. Beyond thinking about individuals and individual organization, single problems and single solutions. 15. Intelligence Leadership

To navigate the future by embracing ambiguity and reframing problems as opportunities. A proactive stance in taking their organizations into uncharted territory. 16. Multicultural Leadership

Fosters team and individual effectiveness. Drives for innovation by leveraging multicultural differences. Teams work harder in an atmosphere of understanding and mutual respect.

17.

Pedagogical Leadership

Paradigm shift from leader/teacher centered "orientation" to an interactive, connective organizational system using a democratic learning and communicative style. 18. Bridging leadership

Fostering synergy and reinforcing behavior and motivation through the use of communication to create climate of trust and confidence. 19. Purposeful Leadership

Leader and the community share a common purpose to develop or provide the drive, authority and commitment to undertake projects.