U.S. Army Performance Evaluation Guide
ADRP 6-22 Leadership Requirements Model and
Example Behavioral Indicators
Prepared by U.S. Army Center for Army Leadership
Fort Leavenworth, KS 66027
in support of Human Resources Command
15 January 2014
How to use this Guide.
This Guide is intended as a concise description of different levels of Army leadership competencies
and attributes. Pages 2 and 3 present the Army Leadership Requirements Model from leadership
doctrine (ADP 6-22 and ADRP 6-22) and a short description of the three categories of leadership
competencies and three categories of leader attributes.
Page 3 of this Guide also provides short pointers about how a rater prepares to observe a
subordinate leader's performance.
Pages 4 through 14 provide examples of what each of the ten leadership competencies look like
and what each of the thirteen attributes look like. For each of the ten and thirteen an example is
given of what performance looks like in the categories of developmental need, standard and
strength. The three categories are ordered in terms of what can be expected from novice to
seasoned performer to expert. These examples are NOT to be used as excerpts for formal
performance appraisals and only serve as a guide in differentiating the level of performance.
Pages 15 through 22 reproduce the detailed tables from ADRP 6-22 that show example behaviors
related to leadership competencies and attributes. These behaviors are what a leader is expected
to do or to demonstrate. In comparison, the descriptions of developmental need, standard, and
strength on pages 4-14 are how well a leader performs in relation to these expectations. The ADRP
6-22 tables provide expanded information on doctrinal requirements than what is contained on DA
Form 67-10-1, Part IV.
Page 23 of this Guide provides a brief summary of what result the ten leadership competencies
should have. It also shows how performance can vary along four levels of performance. The four
categories differentiating performance are based on a combination of: a) the extent of
demonstration of a desired behavior, b) the ability and initiative shown in learning to improve or
engage in a desired behavior, and c) the extent and duration of impact that the behavior has on
self, others or unit performance.
The examples of the level of competencies and attributes were drawn from a related publication
(Developing Leadership During Unit Training Exercises) that was produced to be an observation
guide for trainers, mentors, observer/controllers. Refer to that guide and other leadership products
(see CAL webpage http://usacac.army.mil/cac2/CAL/) to learn more about the processes of creating
a climate for development, observing leadership, delivering feedback for impact, guiding learning
and development, and taking steps to improve leadership.
Army Leadership Requirements Model
Understanding the competencies and attributes in the Army Leadership Requirements Model is
essential to make careful and accurate observations of a subordinate's performance and potential.
The core leader competencies include how Army leaders lead people; develop themselves, their
subordinates, and organizations; and achieve the mission. The competencies are the most outwardly
visible signs of a leader's performance.
Leader attributes are inward characteristics of the individual that shape the motivations for actions and
bearing, and how thinking affects decisions and interactions with others.
Core Leader Competency Categories
? Lead - Leaders set goals and establish a vision, motivate or influence others to pursue the goals,
build trust to improve relationships, communicate and come to a shared understanding, serve
as a role model by displaying character, confidence, and competence, and influence outside the
chain of command.
? Develop - Leaders foster teamwork; express care for individuals; promote learning; maintain
expertise, skills and self-awareness; coach, counsel and mentor others; foster job development,
and steward the profession of Arms.
? Achieve - Leaders set priorities, organize taskings, manage resources, execute plans to
accomplish the mission, and achieve goals.
What to say in a performance evaluation? What to say in a performance review Talk about your achievements. ... Discuss ways to improve. ... Mention skills you've developed. ... Ask about company development. ... Provide feedback on tools and equipment. ... Ask questions about future expectations. ... Explain your experience in the workplace. ... Find out how you can help. ... Highlight your strengths. ... Suggest new practices. ... More items...
Author: Fallesen, Jon J CIV USA TRADOC
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