ADP 6-22 Army Leadership and the Profession 2025

ADP 6-22, Army Leadership and the Profession, is the U.S. Army’s authoritative guide on leadership principles, values, and competencies required at all levels—from junior noncommissioned officers to senior commanders. It defines the Army profession, outlines the leadership philosophy, and establishes the foundational attributes and core competencies that every Army leader must embody.

The publication explains the levels of leadership—direct, organizational, and strategic—and emphasizes how leaders must lead by example, develop others, and achieve results. It serves as a framework for effective leadership in both peacetime and combat environments.

ADP 6-22 also highlights the importance of ethical decision-making, adaptability, and resilience when facing complex challenges. More than just a manual, it is a blueprint for shaping competent, confident, and principled Army leaders across a wide range of contexts and missions.

🔍 Key Segments Identified in ADP 6-22:

1. The Army Profession and Ethic (Chapter 1)
2. Leader Attributes: Character, Presence, and Intellect (Chapters 2–4)
3. Leader Competencies: Leads, Develops, Achieves (Chapters 5–7)
4. Leadership in Practice & Strategic Levels (Chapters 8–10)

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THE ARMY PROFESSION AND ETHIC: FOUNDATIONS OF LEADERSHIP

“The Army profession is a unique vocation of experts certified in the ethical application of land power, serving under civilian authority and entrusted to defend the Nation, the Constitution, and the American people.” (ADP 6-22)

ADP 6-22 establishes the essential character and guiding principles of Army leadership. Chapter 1 sets the foundation by detailing what defines the Army profession and the central role of the Army ethic.

The Army Profession

“The Army profession exists to serve the American people, to support the defense of the Constitution, and to protect the national interests of the United States.”

Army professionals serve as stewards of the profession, entrusted with maintaining its values and standards. The Army is a profession because it meets the criteria of providing a vital service to society, requiring expert knowledge, earning the trust of the society it serves, and being granted autonomy to self-regulate.

The Essential Characteristics of the Army Profession

The five essential characteristics are:

1. Trust – “The bedrock of the Army profession.” It is earned through consistent demonstration of character, competence, and commitment.
2. Military Expertise – “The ethical design, generation, support, and application of land power.”
3. Honorable Service – “Noble calling to serve the Nation ethically, with integrity and respect for human dignity.”
4. Esprit de Corps – “Winning spirit shared by all members of the Army Profession.”
5. Stewardship of the Profession – “Responsibility to ensure the Army remains a professional institution.”

Each characteristic is mutually supporting and critical to sustaining the profession.

The Army Ethic

“The Army Ethic is the heart of the Army profession. It motivates and guides the conduct of Army professionals.”

It expresses the moral principles that guide Army professionals in the conduct of missions, performance of duty, and all aspects of life.

The Army Ethic is derived from foundational documents such as:

• The U.S. Constitution
• Title 10, U.S. Code
• The Uniform Code of Military Justice
• Oaths of Office and Enlistment
• Army Values
• Creeds, Mottos, and the Warrior Ethos

“The Army Ethic includes the legal and moral obligations of Army professionals.”

Living the Army Ethic

Army professionals internalize the Army Ethic and uphold it through decisions and actions. Living the Army Ethic includes:

• Demonstrating character in all aspects of life.
• Upholding the Army Values.
• Respecting others, obeying the law, and acting with integrity.

“Upholding the Army Ethic is the shared responsibility of all Army professionals.”

It is not limited to behavior in uniform or during duty hours. It is a lifelong commitment reflected in all interactions.

Trust: The Foundation of the Army Profession

“Trust is earned, not given.”

The Army profession is built on a relationship of trust:

• Trust between Soldiers
• Trust between leaders and subordinates
• Trust with the American people
• Trust with civilian authorities

“Trust enables mission command and cohesive teamwork.”

This trust is established through ethical behavior, technical competence, and commitment to duty.

Army Culture and the Army Profession

“Army culture is the system of shared meaning held by its people.”

It includes the values, norms, and symbols that guide behavior. Army culture:

• Promotes the Army Values
• Supports ethical decision-making
• Enhances unit cohesion and morale

“Culture influences how people think, what they do, and how they use discretionary judgment.”

A strong professional culture reinforces the Army’s identity and the ethical foundation of its members.

Professional Certification

“Army professionals must earn and maintain their certification in character, competence, and commitment.”

Certification validates:

• Character: Adherence to the Army Ethic
• Competence: Expertise in one’s field
• Commitment: Willingness to serve and sacrifice

“Certification is continuous and reinforced through counseling, evaluations, and assessments.”

Stewardship and the Future of the Army Profession

“Stewardship is the responsibility of Army professionals to strengthen the Army as a profession.”

This includes:

• Mentoring future leaders
• Maintaining professional standards
• Preserving the trust of the American people

“Stewardship is exercised through individual and collective decisions.”

It requires a long-term perspective and a commitment to leave the Army stronger for future generations.

Summary

The Army Profession and the Army Ethic are inseparable. They guide the behavior and decisions of all Soldiers and Army Civilians. Upholding the Army Ethic and embracing professional responsibilities ensure the Army remains a trusted and ethical institution.

“The strength of the Army is its people. The strength of the people is their character. The strength of character is the Army Ethic.”

Army leaders, through their words and actions, set the tone for ethical conduct and stewardship. In doing so, they ensure the continued effectiveness and moral integrity of the Army Profession.

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ARMY LEADER ATTRIBUTES: CHARACTER, PRESENCE, AND INTELLECT

“Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.” (ADP 6-22)

Leader attributes are the internal characteristics that shape how an individual behaves and interacts with others. According to ADP 6-22, these attributes are divided into three key categories: Character, Presence, and Intellect. Together, they form the identity and effectiveness of an Army leader.

Character: The Essence of Army Leadership

“Character is the essence of who a person is, what a person believes, how a person acts.”

The character attribute influences decisions and actions in all circumstances. It encompasses values, empathy, warrior ethos, and discipline.

Army Values

The Army Values are fundamental to character:

• Loyalty
• Duty
• Respect
• Selfless Service
• Honor
• Integrity
• Personal Courage

“Army leaders with character are those with true faith and allegiance to the Constitution, the Army, the unit, and other Soldiers.”

Empathy

“Empathy identifies with and enters into another person’s feelings and emotions.”

Empathy enhances trust and cohesion. Leaders with empathy understand their Soldiers and families and respond to their needs.

Warrior Ethos and Service Ethos

“Warrior ethos refers to the professional attitudes and beliefs that characterize the American Soldier.”

It includes:

• Mission first
• Never accept defeat
• Never quit
• Never leave a fallen comrade

Discipline

“Discipline reflects personal commitment to the Army Values, the profession, and the mission.”

Leaders demonstrate discipline by showing self-control, obeying lawful orders, and enforcing standards.

Presence: The Impression a Leader Makes

“Presence is the ability to project confidence, resilience, and a professional bearing.”

Presence involves the way leaders present themselves to others—how they behave, communicate, and respond under pressure.

Military and Professional Bearing

“Military and professional bearing is projecting a commanding presence and professional image of authority.”

Leaders demonstrate confidence, competence, and pride in their appearance and conduct.

Fitness

“Fitness is having sound health, strength, and endurance.”

Leaders maintain fitness to sustain leadership presence and performance over time, especially under stress.

Confidence

“Confidence is projecting self-confidence and certainty in the unit’s ability to succeed.”

Confidence builds trust within the organization and inspires others.

Resilience

“Resilience is showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and stress.”

Resilient leaders remain optimistic and mission-focused despite challenges.

Intellect: The Capacity to Think and Reason

“Intellect draws on the mental tendencies and resources that shape a leader’s conceptual abilities and affect a leader’s duties and responsibilities.”

Mental Agility

“Mental agility is a flexibility of mind, a tendency to anticipate or adapt to uncertain or changing situations.”

Leaders demonstrate mental agility by:

• Thinking critically
• Adjusting quickly to new conditions
• Handling ambiguity effectively

Sound Judgment

“Sound judgment is the capacity to assess situations shrewdly and draw sound conclusions.”

Good judgment enables leaders to make timely, informed decisions that reflect both tactical needs and ethical considerations.

Innovation

“Innovation involves introducing new ideas based on opportunity or challenging circumstances.”

Leaders innovate by:

• Taking calculated risks
• Thinking creatively
• Learning from failure

Interpersonal Tact

“Interpersonal tact is understanding the character, reactions, and motives of others.”

It includes:

• Recognizing diversity and culture
• Displaying empathy
• Communicating effectively

Expertise

“Expertise is possessing facts, beliefs, logical assumptions, and understanding in relevant areas.”

Army leaders build expertise through:

• Training and education
• Experience
• Self-development

Developing Attributes Through Leader Development

“Attributes are not innate. Leaders develop them over time through education, experience, and self-development.”

Leader development includes:

• Institutional training and education
• Operational assignments
• Self-development

“Leader development is a deliberate, continuous, and progressive process.”

Mentorship, feedback, and reflection help reinforce growth in character, presence, and intellect.

Army Leadership Requirements Model

The Army Leadership Requirements Model outlines the expectations for what leaders must be (attributes) and do (competencies).

Attributes shape a leader’s identity and influence. They support the leader’s ability to lead others, develop the environment, and achieve organizational objectives.

“Being a leader of character and presence with intellect is essential to the foundation of Army leadership.”

Summary

Army leaders embody and demonstrate character, presence, and intellect. These attributes define how a leader thinks, acts, and is perceived by others. As outlined in ADP 6-22, these qualities are essential to ethical and effective leadership at every level of command.

By living the Army Values, demonstrating confidence and resilience, and applying sound judgment and innovation, leaders inspire trust and accomplish the mission.

“Leadership begins with who you are—as a person and a professional. Character, presence, and intellect make you that leader.”

Army leadership is a lifelong journey of growth, learning, and living the ethic of the profession.

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ARMY LEADER COMPETENCIES: LEADS, DEVELOPS, ACHIEVES

“Leadership is influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.” (ADP 6-22)

While attributes describe what a leader is, competencies describe what a leader does. The Army identifies three categories of leader competencies in the Army Leadership Requirements Model:

• Leads
• Develops
• Achieves

These competencies are essential to effective leadership and successful mission command.

Leads: Providing Purpose and Direction

“Leaders motivate people to pursue actions, focus thinking, and shape decisions for the greater good of the organization.”

Leads Others

“Leading others involves influencing Soldiers and Army Civilians in a manner that inspires their commitment to the professional organization.”

This includes:

• Setting the example
• Ensuring subordinates understand missions
• Providing clear guidance
• Maintaining accountability

Builds Trust

“Trust is the foundation of all relationships.”

Leaders build trust by:

• Being honest and consistent
• Demonstrating moral and ethical behavior
• Fostering open communication

“Leaders cannot lead effectively without trust.”

Extends Influence Beyond the Chain of Command

“Effective leaders extend influence by understanding the motivations and desires of others.”

They influence:

• Peers
• Joint and multinational partners
• Civilian agencies and host nation leaders

Leads by Example

“Leaders serve as role models through their actions.”

Leading by example means:

• Demonstrating Army Values
• Displaying character and competence
• Making decisions consistent with organizational goals

Communicates

“Leaders communicate by clearly expressing ideas and actively listening to others.”

Effective communication includes:

• Understanding the audience
• Delivering clear intent
• Encouraging feedback and dialogue

Develops: Preparing Others and the Organization

“Developing people and the organization with a long-term perspective is essential to mission success.”

Creates a Positive Environment

“Leaders foster a climate that supports learning, innovation, and ethical behavior.”

This involves:

• Encouraging initiative
• Promoting collaboration
• Respecting diversity

A positive environment supports the well-being and development of all members.

Prepares Self

“Self-awareness and lifelong learning are critical for effective leadership.”

Leaders:

• Seek feedback
• Reflect on performance
• Commit to professional growth

“Developing oneself improves a leader’s ability to develop others.”

Develops Others

“Leaders invest in their subordinates’ growth through coaching, counseling, and mentoring.”

They:

• Provide developmental opportunities
• Recognize and reward performance
• Guide career progression

“By developing others, leaders ensure the Army’s future readiness.”

Stewards the Profession

“Stewardship is the responsibility of Army leaders to maintain and uphold the Army’s standards.”

Stewardship includes:

• Upholding ethical standards
• Promoting professional development
• Safeguarding the Army’s legacy

Achieves: Getting Results

“Achieving means accomplishing the mission consistently and ethically.”

Gets Results

“Results are the consequence of executing tasks and actions.”

Getting results involves:

• Prioritizing and organizing tasks
• Managing resources efficiently
• Solving problems under pressure

“Leaders must balance short-term requirements with long-term objectives.”

Success is measured not just by what is accomplished, but how it is accomplished.

Integrating Competencies in Leadership Practice

“The competencies of leading, developing, and achieving do not operate in isolation.”

Effective leadership means:

• Leading by example while developing subordinates
• Achieving mission results while fostering ethical behavior
• Communicating intent and setting conditions for success

“Leadership requires the integration of competencies to influence, build teams, and accomplish tasks.”

Competent leaders adapt their approach based on:

• The mission
• The environment
• The needs of their team

Leader Development Across Echelons

“The Army develops leaders through institutional training, operational experience, and self-development.”

Development continues through:

• Leader training courses
• On-the-job experience
• Mentorship and feedback

“Leaders are responsible for their own development and the development of others.”

Senior leaders model the competencies, reinforcing their importance and effectiveness.

Summary

The competencies of Leads, Develops, and Achieves form the foundation for how leaders act and influence in the Army. These are not simply tasks to complete, but behaviors that reflect professional identity and guide leadership practice at every level.

By internalizing and applying these competencies, leaders ensure mission success, strengthen their teams, and uphold the Army Ethic.

“Army leadership is a balance of character and competence. By leading others, developing the force, and achieving results, Army leaders fulfill their responsibility to the Nation and the Profession.”

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LEADERSHIP IN PRACTICE AND STRATEGIC LEVELS

“Army leadership is more than just leading others to accomplish tasks. It is developing individuals, building cohesive teams, and achieving results across all levels of command.” (ADP 6-22)

Leadership is practiced at all levels—direct, organizational, and strategic. ADP 6-22 highlights how leadership principles are applied differently depending on the level, scope, and environment.

Leadership Levels in the Army

Direct Leadership

“Direct leadership is face-to-face, first-line leadership.”

It typically occurs at the team, squad, platoon, or company level. Responsibilities include:

• Supervising tasks
• Coaching subordinates
• Enforcing standards

“Direct leaders are hands-on, and their influence is immediate.”

They serve as the most visible example of Army Values and ethical leadership.

Organizational Leadership

“Organizational leadership occurs at levels that influence several hundred to several thousand people.”

Leaders at this level:

• Guide subordinate organizations
• Establish policies
• Allocate resources

“Organizational leaders influence indirectly through subordinate leaders.”

They plan, prepare, execute, and assess operations to meet broader objectives.

Strategic Leadership

“Strategic leadership involves influencing several thousand to hundreds of thousands of people.”

Strategic leaders:

• Develop doctrine and policy
• Shape the Army’s culture
• Set long-term vision and priorities

They represent the Army in interactions with Congress, allies, and other national leaders.

Leadership Across Operational Environments

Army leaders operate in diverse and evolving environments:

• Combat and garrison
• Multinational coalitions
• Civilian-military partnerships

“Leaders must adapt their leadership style to meet operational challenges.”

Effective leadership requires:

• Cultural awareness
• Flexibility
• Technological competence

Mission Command and Leadership

“Mission command is the Army’s approach to command and control.”

It relies on:

• Mutual trust
• Shared understanding
• Disciplined initiative

“Leaders delegate authority while maintaining responsibility.”

Mission command empowers subordinates to act within the commander’s intent, especially in dynamic and complex situations.

Influencing Beyond the Chain of Command

Army leaders often engage with:

• Civilian leaders
• Interagency partners
• Host nation officials

“Influence beyond the chain of command is critical in joint, interagency, intergovernmental, and multinational operations.”

This includes:

• Building relationships
• Advising stakeholders
• Managing interdependencies

Developing Future Leaders

“Leader development is a continuous, progressive process.”

Army leaders:

• Mentor subordinates
• Create developmental opportunities
• Set conditions for growth

“Leaders at every level are responsible for developing the next generation.”

Development includes:

• Institutional education
• Operational assignments
• Self-development

Stewardship at Strategic Levels

“Strategic leaders serve as stewards of the Army profession.”

They:

• Preserve the Army Ethic
• Shape culture
• Influence future force design

“Stewardship includes preparing the Army for the future.”

This involves:

• Investing in modernization
• Ensuring force readiness
• Sustaining trust with the American people

Ethical Challenges in Leadership

“Leaders at all levels face complex ethical decisions.”

Ethical leadership requires:

• Adhering to the Army Ethic
• Promoting transparency
• Addressing misconduct

“Leaders create climates that encourage moral courage and accountability.”

They must:

• Make hard decisions
• Model integrity
• Encourage reporting and correction of errors

Strategic Communication

“Strategic leaders represent the Army to external audiences.”

They:

• Communicate the Army’s mission
• Build public trust
• Influence national security discourse

“Effective communication is critical to sustaining the Army’s legitimacy and effectiveness.”

This includes:

• Media engagement
• Congressional testimony
• International partnerships

Summary

Army leadership is multifaceted and dynamic. From the front lines to the Pentagon, Army leaders influence people, develop teams, and achieve results across all domains.

“Leadership is exercised in garrison and in combat, in the field and in training, in headquarters and on patrol.”

At every level—direct, organizational, and strategic—leaders uphold the Army Ethic and model the principles that define the profession.

“Effective leadership ensures the Army remains ready to fight and win our Nation’s wars, today and in the future.”

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ADP 6-22: ARMY LEADERSHIP PROMOTION BOARD QUESTIONS & ANSWERS 2025

Extracted from real-world promotion board preparation guidance and aligned with ADP 6-22.

1. What is leadership?

Answer:
Leadership is the process of providing purpose, direction, and motivation to accomplish the mission and improve the organization.

✅ Tip: When answering at a board, restate the question first. Example: “First Sergeant, leadership is the process of…”

2. What is an Army leader?

Answer:
An Army leader is anyone who, by virtue of assumed role or assigned responsibility, inspires and influences people to accomplish organizational goals.

3. What is command?

Answer:
Command is the authority that a commander lawfully exercises over subordinates by virtue of rank or assignment.

4. What conveys the expectations the Army wants leaders to meet?

Answer:
The Leadership Requirements Model.

5. What are the three leader attributes?

Answer:

• Character
• Presence
• Intellect

Explanation:
Attributes define what a leader is. Character is who we are internally. Presence is how others perceive us. Intellect is our knowledge, judgment, and mental agility.

6. What are the three core leader competencies?

Answer:

• Leads
• Develops
• Achieves

Explanation:
Competencies define what a leader does—they lead others, develop subordinates, and achieve the mission.

7. What should you say when asked what you’ve studied to prepare for the board?

Answer:
You should say you studied the official doctrine—ADP 6-22, not just an online study guide. This reflects professionalism and seriousness.

🔁 Situational Questions

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8. Why should this board recommend you for promotion?

Example Answer:
“First Sergeant, I am prepared to lead Soldiers because no one is more professional than I. I’ve studied, been tested, and learned from experience. I understand that people are the Army’s most important asset, and I am committed to developing others, accomplishing the mission, and improving the organization.”

✅ Tip: Be prepared. This is your “gut-check” moment. Have a confident, values-based answer.

9. Do you want Soldiers to need you or want you?

Answer:
We want Soldiers to want us—not just because of rank or obligation, but because of respect and trust. Need is functional, but want is legacy.

10. Describe one of your weaknesses.

Example Answer:
“One of my weaknesses is tact. I know I can be direct and sometimes overly blunt. However, I work on improving this by building strong relationships and ensuring my message is respectful and constructive.”

✅ Tip: Be honest, but show growth and self-awareness.

11. It’s 1315 and your team’s next hard time is 1630. What do you do?

Example Answer:
“I would not let this time go to waste. I might assign hip-pocket training, check on Soldiers’ well-being, or conduct barracks inspections. We could use the time for counseling, team-building, or working on correspondence courses.”

✅ Tip: Never say you’ll just “send them to the barracks.” Use downtime productively.

12. What do you say if you don’t know the answer to a board question?

Better Answer:
“First Sergeant, I do not know the answer at this time, but I would reference ADP 6-22 for clarification.”
Best Answer:
“First Sergeant, I do not know the answer at this time. However, I will research it and follow up with you directly.”

✅ Tip: Don’t panic. A composed, honest response shows maturity.

Watch the video below to get some insights:

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IMPORTANT TOPICS DISCUSSED IN ADP 6-22

These are a few additional essential points covered in ADP 6-22. The publication provides a comprehensive guide to effective leadership in the army. It covers a vast array of topics applicable to leaders of all ranks.

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ARMY DOCTRINE PUBLICATION 6-22 FAQS

What’s the meaning of ADP 6-22?

Answer:
ADP 6-22 is the Army’s doctrinal publication that “establishes and describes what leaders should be and do.” It outlines the Army profession, the associated ethic, and the attributes and core competencies required of contemporary leaders, forming the Army Leadership Requirements Model used for developing, evaluating, and guiding all Army leaders​.

What is the definition of leadership in Army Doctrine Publication 6-22?

Answer:
According to ADP 6-22, “leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.”​

What is counterproductive leadership in ADP 6-22?

Answer:
ADP 6-22 defines counterproductive leadership as:

“The demonstration of leader behaviors that violate one or more of the Army’s core leader competencies or Army Values, preventing a climate conducive to mission accomplishment.”

It continues to say that such leadership:

• Leaves organizations worse off
• Harms morale and readiness
• Undermines trust, cohesion, and effectiveness
• Is incompatible with Army Values and often violates regulations​

Counterproductive leadership can include:

• Abusive behaviors
• Self-serving behaviors
• Erratic behaviors
• Leadership incompetence
• Corrupt behaviors​

What are the three types of Army leadership?

Answer:
According to ADP 6-22, the Army recognizes three levels of leadership:

1. Direct – Face-to-face or first-line leadership
2. Organizational – Leadership through subordinate leaders across multiple functions
3. Strategic – Influencing several thousand to hundreds of thousands of people at the Department of the Army or DOD level​

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DOWNLOAD COMPLETE AD 6-22 ARMY LEADERSHIP AND THE PROFESSION DOC

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