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| army core competencies: 2019-2020 Assessment of the Army Research Laboratory National Academies of Sciences, Engineering, and Medicine, Division on Engineering and Physical Sciences, Laboratory Assessments Board, Army Research Laboratory Technical Assessment Board, 2020-07-22 The mission of Army Research Laboratory (ARL) is to discover, innovate, and transition science and technology to ensure dominant strategic land power. The ARL's core competencies include network and information sciences, computational sciences, human sciences, materials and manufacturing sciences, propulsion sciences, ballistic sciences, and protection sciences. As part of a biennial assessment of the scientific and technical quality of the ARL, this interim report summarizes the findings and recommendations for network and information sciences, computational sciences, and human sciences research. |
| army core competencies: Discovering the Army's Core Competencies Frederick S. Rudesheim, Army War College (U.S.), 2001 This paper seeks to answer the question, Has the Army correctly identified its core competencies to ensure the Army can adequately respond to the national military strategy? FM 1, The Army (Prototype Draft), defines core competencies as essential and enduring capabilities that define our fundamental contributions to the national security. A better definition, based on the business origins of the term and vetted in the practical requirements of the military Services, is unique, hard to replicate, and enduring attributes (not products) of the Services whose continued existence provides the source of strength, strategic focus and direction to their institutions. Given this definition, two Army core competencies emerge. The first is institutional and the second operational. The Army has not correctly identified its core competencies to respond to the national military strategy. This paper proposed that the Army adopt and maintain the core competencies of developing adaptive, mentally agile leaders and closing with and destroying the enemy. The Army must continue to maintain these vital competencies if it is to adequately respond to the wide range of challenges and threats along the spectrum of conflict. |
| army core competencies: The Army (ADP 1) Headquarters Department of the Army, 2019-09-27 ADP 1 and ADP 3-0, Operations, are the two Army capstone doctrinal manuals that serve as the foundation of our professional body of knowledge. It explains our Army's historical significance in the formation and preservation of our Nation and its role today and in the future as a member of the joint force to guarantee the Nation's strength and independence. At the heart of this doctrine is the professional Soldier-our true asymmetric advantage and most valued asset. Today's Soldiers are the legacy of the millions of Soldiers who came before them. They each freely volunteer to serve a higher purpose--an ideal greater than themselves. Soldiers continually demonstrate their character, commitment, and competence to protect our Nation under demanding and complex conditions. The oath they freely take to the Constitution of the United States is our Soldiers' sacred bond to maintain the confidence of the American people as trusted professionals in the world's premier land force. |
| army core competencies: Army Leadership and the Profession (ADP 6-22) Headquarters Department of the Army, 2019-10-09 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. |
| army core competencies: Discovering the Army's Core Competencies Frederick S. Rudesheim, 2001 This paper seeks to answer the question, Has the Army correctly identified its core competencies to ensure the Army can adequately respond to the national military strategy? FM 1, The Army (Prototype Draft), defines core competencies as essential and enduring capabilities that define our fundamental contributions to the national security. A better definition, based on the business origins of the term and vetted in the practical requirements of the military Services, is unique, hard to replicate, and enduring attributes (not products) of the Services whose continued existence provides the source of strength, strategic focus and direction to their institutions. Given this definition, two Army core competencies emerge. The first is institutional and the second operational. The Army has not correctly identified its core competencies to respond to the national military strategy. This paper proposed that the Army adopt and maintain the core competencies of developing adaptive, mentally agile leaders and closing with and destroying the enemy. The Army must continue to maintain these vital competencies if it is to adequately respond to the wide range of challenges and threats along the spectrum of conflict. |
| army core competencies: Military Review , 2015 |
| army core competencies: Army Focus , 1992 |
| army core competencies: The Army Communicator , 2007 |
| army core competencies: Core Competencies for Federal Facilities Asset Management Through 2020 National Research Council, Division on Engineering and Physical Sciences, Board on Infrastructure and the Constructed Environment, Committee on Core Competencies for Federal Facilities Asset Management, 2005-2020, 2008-01-17 The U.S. government is faced with growing challenges to managing its facilities and infrastructure. A number of factors such as shrinking budgets, an aging workforce, and increasing costs demand new approaches to federal facilities management. The Federal Facilities Council of the NRC has sponsored a number of studies looking at ways to meet these challenges. This fourth study focuses on the people and skills that will needed to manage federal facilities in the next decade and beyond. The book presents a discussion of the current context of facilities management; an analysis of the forces affecting federal facilities asset management; an assessment of core competencies for federal facilities management; a comprehensive strategy for workforce development; and recommendations for implementing that strategy. |
| army core competencies: Army Leadership Department of the Army, 2012-09-15 Competent leaders of character are necessary for the Army to meet the challenges in the dangerous and complex security environment we face. As the keystone leadership manual for the United States Army, FM 6-22 establishes leadership doctrine, the fundamental principles by which Army leaders act to accomplish their mission and care for their people. FM 6-22 applies to officers, warrant officers, noncommissioned officers, and enlisted Soldiers of all Army components, and to Army civilians. From Soldiers in basic training to newly commissioned officers, new leaders learn how to lead with this manual as a basis. FM 6-22 is prepared under the direction of the Army Chief of Staff. It defines leadership, leadership roles and requirements, and how to develop leadership within the Army. It outlines the levels of leadership as direct, organizational, and strategic, and describes how to lead successfully at each level. It establishes and describes the core leader competencies that facilitate focused feedback, education, training, and development across all leadership levels. It reiterates the Army Values. FM 6-22 defines how the Warrior Ethos is an integral part of every Soldier's life. It incorporates the leadership qualities of self-awareness and adaptability and describes their critical impact on acquiring additional knowledge and improving in the core leader competencies while operating in constantly changing operational environments. In line with evolving Army doctrine, FM 6-22 directly supports the Army's capstone manuals, FM 1 and FM 3-0, as well as keystone manuals such as FM 5-0, FM 6-0, and FM 7-0. FM 6-22 connects Army doctrine to joint doctrine as expressed in the relevant joint doctrinal publications, JP 1 and JP 3-0. As outlined in FM 1, the Army uses the shorthand expression of BE-KNOW-DO to concentrate on key factors of leadership. What leaders DO emerges from who they are (BE) and what they KNOW. Leaders are prepared throughout their lifetimes with respect to BE-KNOW-DO so they will be able to act at a moment's notice and provide leadership for whatever challenge they may face. FM 6-22 expands on the principles in FM 1 and describes the character attributes and core competencies required of contemporary leaders. Character is based on the attributes central to a leader's make-up, and competence comes from how character combines with knowledge, skills, and behaviors to result in leadership. Inextricably linked to the inherent qualities of the Army leader, the concept of BE-KNOW-DO represents specified elements of character, knowledge, and behavior described here in FM 6-22. |
| army core competencies: Professional Journal of the United States Army , 2015 |
| army core competencies: Army Leadership (ADRP 6-22) Department Army, 2012-09-28 Army doctrine reference publication (ADRP) 6-22 expands on the leadership principles established in Army doctrine publication (ADP) 6-22. ADRP 6-22 describes the Army's view of leadership, outlines the levels of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies across all levels. The principal audience for ADRP 6-22 is all leaders, military and civilian. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable United States, international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement (see Field Manual [FM] 27-10). ADRP 6-22 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. For definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. The use of the term influence throughout this publication reflects the definition of common English usage the act or power of producing an effect without apparent exertion of force or direct exercise of command, as distinct from the usage outlined in FM 3-13. It is contrary to law for DOD to undertake operations intended to influence a domestic audience; nothing in this publication recommends activities in contravention of this law. ADRP 6-22 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated. |
| army core competencies: A Criterion-related Validation Study of the Army Core Leader Competency Model , 2007 This report describes the gathering and evaluation of evidence of the criterion-related validity of the Army core leader competency model. Predictor data, in the form of ratings of the competencies and components, were collected from subordinates. Criterion data, in the form of ratings of leader effectiveness, were collected from supervisors. Results showed evidence of the criterion-related validity for the Army core leader competencies. Implications for an instrument to assess the competencies and components are also discussed.--Stinet. |
| army core competencies: Federal Register , 2013-04 |
| army core competencies: Government/Industry Forum on Capital Facilities and Core Competencies National Research Council, Division on Engineering and Physical Sciences, Commission on Engineering and Technical Systems, Federal Facilities Council, 1998-10-18 |
| army core competencies: Defense management DOD faces challenges implementing its core competency approach and A76 competitions. , |
| army core competencies: Army Transformation: A View from the U.S. Army War College , |
| army core competencies: The U.S. and Canadian Army Strategies: Failures in Understanding Stephen Brent Appleton, 2022 |
| army core competencies: Publications Combined: EMOTIONAL INTELLIGENCE COMPETENCIES AND MILITARY LEADERSHIP U.S. Department Of Defense, Over 700 total pages .... Introduction: Leadership has often been viewed as more of an art than a science. However, the expanding field of neuroscience is confirming that leadership may be more science than art. While the thinking components of the brain have been noticeably evolving along with the pace of technology, the emotional parts are still very primitive, yet play an important role in leadership and behavior. The latest neurological, psychological, and organizational research is converging towards the fact that emotional leadership is the key ingredient to an organization’s performance. Successfully leading in dynamic, complex environments, making wise decisions while facing tremendous resource constraints, avoiding moral and ethical lapses, preventing failures in leadership, building healthy relationships, and fostering resiliency across the workforce is less about the hard skills of cognitive intelligence and more about the soft skills of emotional intelligence. Leaders still need foundational, cognitive skills, but they cannot lead solely from their intellect in today’s interconnected world. Contains the following studies / publications: 1. EMOTIONAL INTELLIGENCE COMPETENCIES AND THE ARMY LEADERSHIP REQUIREMENTS MODEL 2. THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND LEADER PERFORMANCE 3. THE FAILURE OF SUCCESS: HOW THE BATHSHEBA SYNDROME AND EMOTIONAL INTELLIGENCE CONTRIBUTE TO THE DOWNFALL OF ARMY ORGANIZATIONAL-LEVEL LEADER 4. Emotional Intelligence: Advocating for the Softer Side of Leadership 5. Lack of Emotional Intelligence as a Factor in the Relief of US Army Commanders 6. Refinement and Validation of a Military Emotional Intelligence Training Program 7. DEVELOPING A CULTURAL INTELLIGENCE CAPABILITY 8. THE TRUST PROJECT - SYMBIOTIC HUMAN-MACHINE TEAMS: SOCIAL CUEING FOR TRUST & RELIANCE 9. Tests of Cognitive Ability |
| army core competencies: The United States Army Posture Statement United States. Dept. of the Army, 1992 |
| army core competencies: Army , 1999 |
| army core competencies: Technical Report , 2004 |
| army core competencies: AR 525-26 06/22/2004 INFRASTRUCTURE RISK MANAGEMENT (ARMY) , Survival Ebooks Us Department Of Defense, www.survivalebooks.com, Department of Defense, Delene Kvasnicka, United States Government US Army, United States Army, Department of the Army, U. S. Army, Army, DOD, The United States Army, AR 525-26 06/22/2004 INFRASTRUCTURE RISK MANAGEMENT (ARMY) , Survival Ebooks |
| army core competencies: ADP/ADRP 1-02 Operational Terms and Military Symbols Headquarters Department of the Army, 2017-09-23 ADP / ADRP 1-02 Operational Terms and Symbols is a keystone doctrine reference for Soldiers serving in the United States Army. This paperback is the combined publications ADP and ADRP 1-02 for a comprehensive doctrine reference publication. |
| army core competencies: Hearings on National Defense Authorization Act for Fiscal Year 1994--H.R. 2401 and Oversight of Previously Authorized Programs Before the Committee on Armed Services, House of Representatives, One Hundred Third Congress, First Session United States. Congress. House. Committee on Armed Services, 1993 |
| army core competencies: Department of Defense Authorization for Appropriations for Fiscal Year 2005, S. Hrg. 108-440, Part 1, February 4, 10; March 2, 4, 11, 23, 25; April 1; May 13, 2004, 108-2 Hearings, * , 2006 |
| army core competencies: Department of Defense Authorization for Appropriations for Fiscal Year 2005 United States. Congress. Senate. Committee on Armed Services, 2005 |
| army core competencies: Department of Defense Authorization for Appropriations for Fiscal Year 2004 United States. Congress. Senate. Committee on Armed Services, 2004 |
| army core competencies: Reserve Component Issues from the Quadrennial Defense Review United States. Congress. House. Committee on National Security. Military Personnel Subcommittee, 1998 |
| army core competencies: Recruiter Journal , 2002 |
| army core competencies: Proceedings of the 2022 5th International Conference on Humanities Education and Social Sciences (ICHESS 2022) Augustin Holl, Jun Chen, Guiyun Guan, 2023-02-09 This is an open access book. ICHESS started in 2018, the last four sessions of ICHESS have all been successfully published. ICHESS is to bring together innovative academics and industrial experts in the field of Humanities Education and Social Sciences to a common forum. And we achieved the primary goal which is to promote research and developmental activities in Humanities Education and Social Sciences, and another goal is to promote scientific information interchange between researchers, developers, engineers, students, and practitioners working all around the world. 2022 5th International Conference on Humanities Education and Social Sciences (ICHESS 2022) was held on October 14-16, 2022 in Chongqing, China. ICHESS 2022 is to bring together innovative academics and industrial experts in the field of Humanities Education and Social Sciences to a common forum. The primary goal of the conference is to promote research and developmental activities in Humanities Education and Social Sciences and another goal is to promote scientific information interchange between researchers, developers, engineers, students, and practitioners working all around the world. The conference will be held every year to make it an ideal platform for people to share views and experiences in Humanities Education and Social Sciences and related areas. |
| army core competencies: Handbook of Research on Character and Leadership Development in Military Schools Ryan, Mark Patrick, Weekes, Timothy L., 2021-01-22 Military academies have served youth for more than a century with proud traditions of producing graduates who are scholars, leaders, and athletes who adhere to a code of honor and ethical principles as they take the knowledge, skills, and dispositions gained at those academies into higher education, the business world, military service, civic endeavors, and the broader workforce. There is a current gap and need for research that explores the various components of a K-20 military school/college education and how those components successfully produce leaders of character for our military, civic, academic, and business worlds both in the United States and abroad. The Handbook of Research on Character and Leadership Development in Military Schools synthesizes research on the impact of military academies by providing a singular compendium of current academic studies on the graduates of military academies and the communities of which they enter after graduation. The chapters will explore the academics, leadership, character development, citizenship, athletics, and other dimensions of both global and national, and both private and public, military academies. This book is ideal for current leaders, staffs, governing board members, and alumni of military academies both in the United States and internationally along with policymakers, government officials, practitioners, researchers, academicians, and students interested in the implications of character and leadership development on individuals enrolled in or graduated from military schools. |
| army core competencies: How the Army Runs: A Senior Leader Reference Handbook, 2011-2012 U.S. Army War College, 2013-05-20 The U.S. Army War College (USAWC) is proud to present the 28th Edition of How the Army Runs: A Senior Leader Reference Handbook, 2011-2012. Publication of this text at this time, when the Army has been at war for almost a decade, has almost completed restructuring of its operating force, and is addressing the structure of the generating force, as well as completing formidable base closure and restationing actions, gives credence to the enduring truth that in order to be successful the Army must sustain and improve itself while it is fully committed to the Nation's bidding. The systems and processes documented and explained in this work are designed to do just that. This text was prepared under the direction of the faculty of the Department of Command, Leadership, and Management. It is intended to be used in an academic environment during the study of the systems and processes used to develop and sustain trained and ready combat forces to be used by the Combatant Commanders. |
| army core competencies: Quarterly Review of Military Literature , 2003 |
| army core competencies: Review of Current Military Literature , 2009 |
| army core competencies: Domestic Support Operations , 1993 |
| army core competencies: Military Thought , 2014 |
| army core competencies: Hearings on National Defense Authorization Act for Fiscal Year 1999--H.R. 3616 and Oversight of Previously Authorized Programs Before the Committee on National Security, House of Representatives, One Hundred Fifth Congress, Second Session United States. Congress. House. Committee on National Security. Military Readiness Subcommittee, 1999 |
| army core competencies: Conflict After the Cold War Richard K. Betts, 2017-03-27 Edited by one of the most renowned scholars in the field, Richard Betts' Conflict After the Cold War assembles classic and contemporary readings on enduring problems of international security. Offering broad historical and philosophical breadth, the carefully chosen and excerpted selections in this popular reader help students engage key debates over the future of war and the new forms that violent conflict will take. Conflict After the Cold War encourages closer scrutiny of the political, economic, social, and military factors that drive war and peace. New to the Fifth Edition: Original introductions to each of 10 major parts as well as to the book as a whole have been updated by the author. An entirely new section (Part IX) on Threat Assessment and Misjudgment explores fundamental problems in diagnosing danger, understanding strategic choices, and measuring costs against benefits in wars over limited stakes. 12 new readings have been added or revised: Fred C. Iklé, The Dark Side of Progress G. John Ikenberry, China’s Choice Kenneth N. Waltz, Why Nuclear Proliferation May Be Good Daniel Byman, Drones: Technology Serves Strategy Audrey Kurth Cronin, Drones: Tactics Undermine Strategy Eyre Crowe and Thomas Sanderson, The German Threat? 1907 Neville Henderson, The German Threat? 1938 Vladimir Putin, The Threat to Ukraine from the West Eliot A. Cohen, The Russian Threat James C. Thomson, Jr., How Could Vietnam Happen? An Autopsy Stephen Biddle, Afghanistan’s Legacy Martin C. Libicki, Why Cyberdeterrence is Different |
| army core competencies: Civil Works Program Strategic Plan, FY 2003-FY 2008 , 2002 |
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