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FM 22-100
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
Headquarters, Department of the Army
ARMY LEADERSHIP 
BE, KNOW, DO 
 August1999
 
Field Manual Headquarters
No. 22-100 Department of the ArmyWashington, DC, 31 August 1999
Army Leadership
Contents
Page
Examples.......................................................................................................vPreface.........................................................................................................vii
CHAPTER 1 THE ARMY LEADERSHIP FRAMEWORK 
................................................
1-2
Leadership Defined .....................................................................................1-4BE, KNOW, DO............................................................................................1-6Levels of Leadership..................................................................................1-10Leaders of Leaders....................................................................................1-13Leadership and Command .......................................................................1-14Subordinates.............................................................................................1-15The Payoff: Excellence..............................................................................1-17Summary ...................................................................................................1-19
CHAPTER 2 THE LEADER AND LEADERSHIP: WHAT THE LEADER MUST BE,KNOW, AND DO
.........................................................................................
2-1
Section I CHARACTER: WHAT A LEADER MUST BE................................................2-2 Army Values.................................................................................................2-2Leader Attributes.......................................................................................2-10Focus on Character...................................................................................2-19Section II COMPETENCE: WHAT A LEADER MUST KNOW....................................2-24Section III LEADERSHIP: WHAT A LEADER MUST DO.............................................2-26Influencing.................................................................................................2-27Operating...................................................................................................2-27Improving...................................................................................................2-28SUMMARY.................................................................................................2-28
DISTRIBUTIONRESTRICTION: 
Approvedforpublicrelease;distributionisunlimited. 
*ThispublicationsupersedesFM22-100,31July1990;FM22-101,3June1985;FM22-102,2March1987;FM 22-103,21June1987;DAPam600-80,9June1987;andDAForm4856,June1985. 
ArmyLeadershipi 
*FM 22-100
PART ONE: THE LEADER, LEADERSHIP, AND THE HUMAN DIMENSION

FM 22-100 Army Leadership

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Jamal Walkerleft a comment

my platoon sergeant walks up to me and says "wassup Jamal." I look back at him, puzzled, and say "nothing much Ernie." He then tells me to call him by his rank and look up AR 22-100. Needless to say, it's long as hell so can anyone summarize what the problem is? If he can address me by my first name why can't I do the same?
04 / 29 / 2011
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Amy_M_Johnson_6661left a comment

Can a soldier be counseled more than once for the exact same issue by several member's of NCO chain?
02 / 01 / 2010
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Cullen_Stagg_1817 replied:

it seems petty and spiteful and is not conductive to a team effort, care about the soldier and fix the wrong, if you are trying to fry him, skip the statements grow some balls and take it to the commander.....if this is happening to a soldier this needs to be brought to higher's attention. Remember COs and 1SG set the climate of a unit. NO ONE ELSE...
04 / 12 / 2010

Cullen_Stagg_1817 replied:

example why must he be told three times.....also the inverse can have a negative affect on the soldier. By giving him a negative ounseling three times for the same instance the soldier's reaction will be to withdraw as he feels that his chain is working against him. Simply state on the one form that NCOs up the chain are informed of the issue in the statement
04 / 12 / 2010

Cullen_Stagg_1817 replied:

Maybe technically but it isn't needed because if further action needs to be taken, the commander can see three or four different counselings but if it is the same incident then it is irrelevant in disciplining the soldier. If it is a positive outcome it is the same, the purpose is to inform the soldier of the issue and present an outcome or COA.....if a soldier win's BN soldier of the quarter for
04 / 12 / 2010

terbulleft a comment

Thanks for uploading this Army Field Manual, I can't prepare my Instructional Package on Army Leadership without this......<terbul, Philippine Army Reserve
05 / 01 / 2009
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