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Core Leader Competencies

This chart identifies the core leader competencies and their subsets.

Competencies provide a clear and consistent way
of conveying expectations for Army leaders. Current and future leaders want to
know what to do to succeed in their leadership responsibilities. The core leader
competencies apply across all levels of the organization, across leader
positions, and throughout careers. Competencies are demonstrated through
behaviors that can be readily observed and assessed by a spectrum of leaders and
followers: superiors, subordinates, peers, and mentors. This makes them a good
basis for leader development and focused multi-source assessment and feedback.
The chart below identifies the core leader competencies and their subsets.

Leader competencies improve over extended
periods. Leaders acquire the basic competencies at the direct leadership level.
As the leader moves to organizational and strategic level positions, the
competencies provide the basis for leading through change. Leaders continuously
refine and extend the ability to perform these competencies proficiently and
learn to apply them to increasingly complex situations.

These competencies are developed, sustained,
and improved by performing one’s assigned tasks and missions. Leaders do not
wait until combat deployments to develop their leader competencies. They use
every peacetime training opportunity to assess and improve their ability to lead
Soldiers. Civilian leaders also use every opportunity to improve.

To improve their proficiency, Army leaders can
take advantage of chances to learn and gain experience in the leader
competencies. They should look for new learning opportunities, ask questions,
seek training opportunities, and request performance critiques. This lifelong
approach to learning ensures leaders remain viable as a professional corps.



Leader Competencies





Leads Others

Extends Influence Beyond the Chain of Command

Leads By Example

  • Provide purpose, motivation,
  • Enforce Standards
  • Balance mission and welfare of
  • Build trust outside lines of
  • Understand sphere, means and
    limits of influence
  • Negotiate, build consensus,
    resolve conflict
  • Display character
  • Lead with confidence in adverse
  • Demonstrate confidence
  • Listen actively
  • state goals for action
  • Ensure shared understanding




Creates a positive environment

Prepares self

Develops leaders
  • Set the conditions for positive
  • Build teamwork and cohesion
  • Encourage initiative
  • Demonstrate care for people
  • Be prepared for expected and
    unexpected challenges
  • Expand knowledge
  • Maintain self awareness
  • Assess developmental needs. 
    Develop on the job
  • Support professional and
    personal growth.
  • Help people learn
  • Counsel, coach and mentor
  • Build team skills and processes

Get Results
  • Provide direction, guidance and
  • Develop and execute plans
  • Accomplish tasks consistently


Source: FM 6-22, Army Leadership (Competent,
Confident and Agile) October 2006