ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates-they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.

The objective of this study is to identify non-technical leadership job dimensions and the assorted competencies needed for commissioned and noncommissioned officers. In order to meet this objective, the study develops a comprehensive job analysis data base for the description of Army leadership- related job tasks. The leadership knowledge, skills, abilities, and other characteristics (KSAOs) associated with successful performance were determined in order to develop a comprehensive model of generic job dimensions and skill requirements.

In 1985 and 1986, an extensive data base was assembled from interviews of Three and Four Star Army General officers. In 1989 and 1990, the interviews were supplemented with interviews of One and Two Star General Officers. Those interviews were subjected to extensive content analysis to identify critical task performance requirements and skills, knowledges, abilities, and other attributes needed to effectively perform those tasks. The results of analyses of these interviews have been published elsewhere. This report details parallel analysis of interviews with 27 civilian members of the Executive Service (ES) and Senior Executive Services (SES). General findings were that members of the SES reported similar task performance requirements and the need for similar skills and abilities as their General Officer counterparts. Nearly half of the sample was performing duties judged to be strategic in scope and scale. However, there were indications that the potential of some members of the SES exceeded their duty position requirements, i.e., they were not being fully challenged by the complexity and responsibility inherent in their jobs. Executive development, Stratified systems theory, Leadership skills, SST, Senior executive service, Civil-military interface.