7-1. Army leaders apply character, presence, intellect, and abilities to the core leader competencies while guiding others toward a common goal and mission accomplishment. Direct leaders influence others person-to-person, such as a team leader who instructs, recognizes achievement, and encourages hard work.
Organizational and strategic leaders influence those in their sphere of influence, including immediate
subordinates and staffs, but often guide their organizations using indirect means of influence. At the direct level, a platoon leader knows what a battalion commander wants done, not because the lieutenant was briefed personally, but because the lieutenant understands the commander’s intent two levels up. The intent creates a critical link between the organizational and direct leadership levels. At all levels, leaders take advantage of formal and informal processes (see Chapter 3) to extend influence beyond the traditional chain of command.
7-2. The leading category of the core leader competencies includes four competencies. Two competencies focus on who is being led and with what degree of authority and influence: leads others and extends influence beyond the chain of command. The other leading competencies address two ways by which leaders to convey influence: leads by example and communicates.
Leads others involves influencing Soldiers or Army civilians in the leader’s unit or organization. This competency has a number of components including setting clear direction,
enforcing standards, and balancing the care of followers against mission requirements so they are a productive resource. Leading within an established chain of command with rules, procedures, and norms differs from leading outside an established organization or across commands.
Extends influence beyond the chain of command requires the ability to operate in an environment, encompassing higher and lower command structures, and using one’s influence outside the traditional chain of command. This includes connecting with joint, allied, and multinational partners, as well as local nationals, and civilian-led governmental or nongovernmental agencies. In this area, leaders often must operate without designated authority
or while their authority is not recognized by others.
Leads by example is essential to leading effectively over the course of time. Whether they intend to or not, leaders provide an example that others consider and use in what they do. This competency reminds every leader to serve as a role model. What leaders do should be grounded in the Army Values and imbued with the Warrior Ethos.
Communicates ensures that leaders attain a clear understanding of what needs to be done and why within their organization. This competency deals with maintaining clear focus on the team’s efforts to achieve goals and tasks for mission accomplishment. It helps build consensus and is a critical tool for successful operations in diverse multinational settings. Successful leaders refine their communicating abilities by developing advanced oral, written, and listening
skills. Commanders use clear and concise mission orders and other standard forms of communication to convey their decisions to subordinates.
To execute Left Shoulder Arms (Figure 5-8) use the following procedures:
a. Left Shoulder Arms from Order Arms is a four-count movement. The command is Left Shoulder, ARMS.
(1) On the command of execution ARMS, execute Port Arms in two counts.
(2) On count three, release the grasp of the left hand and (without moving the head) place the rifle on the left shoulder with the right hand (with the sights up), keeping the right
elbow down. At the same time, regrasp the rifle with the left hand with the heel of the butt between the first two fingers and with the thumb and forefinger touching. The left forearm is horizontal, and the left upper arm is against the side and on line with the back.
(3) On count four, move the right hand to the right side as in the Position of Attention.
b. Order Arms from Left Shoulder Arms is a five-count movement. The command is Order, ARMS.
(1) On the command of execution ARMS, move the right hand up and across the body and grasp the small of the stock, keeping the right elbow down.
(2) On count two (without moving the head), release the grasp of the left hand and with the right hand move the rifle diagonally across the body (sights up) about 4 inches from
the waist. At the same time, regrasp the handguard just forward of the slip ring with the left hand, and resume Port Arms.
(3) Counts three, four, and five are the same as Order Arms from Port Arms (Figure 5-4, page 5-5).
The command to Fix or Unfix Bayonets is given from Order Arms only. The movement is executed in a military manner but not in cadence.
NOTE: The bayonet scabbard is worn on the left side with the tip of the scabbard on line with the trouser leg seam and the barrel ring to the front.
a. To Fix Bayonets, the command is Fix, BAYONETS. On the command of execution BAYONETS, grasp the rifle barrel with the right hand, raise the rifle slightly, and place the
butt of the rifle between the feet, with the magazine well to the front. Grasp the rifle barrel with the left hand and move the muzzle to the left front. With the right hand, unsnap the
scabbard securing strap and withdraw the bayonet. Keeping the eyes on the bayonet point, turn the point skyward and attach the bayonet to the rifle. To engage the bayonet stud on the rifle with the base of the bayonet, grasp the handle, apply downward pressure until a click is heard, and then apply limited upward pressure to ensure that the bayonet is seated securely.
Resnap the scabbard securing strap with the right hand and then come to Order Arms.
b. To Unfix Bayonets, the command is Unfix, BAYONETS. On the command of execution BAYONETS, grasp the rifle barrel with the right hand at the handle of the bayonet and place the rifle butt between the feet with the magazine well to the front. Move the muzzle to the left with the left hand and secure it.
Unsnap the scabbard securing strap with the right hand, then grasp the bayonet handle with the left hand and release the bayonet from the rifle muzzle with the left hand. Keeping the eyes on the bayonet point, return the bayonet to the scabbard and insert it with the barrel ring facing to the front.
Resnap the scabbard securing strap and come to Order Arms. For safety, if the bayonet is difficult to remove from the rifle,
stick the bayonet point into the marching surface, bend over, and depress the catch mechanism with the left hand while pulling upward on the rifle with the right hand.
Chapter 11
Organizational Leadership
11-1. Whether they fight for key terrain in combat or work to achieve readiness in peacetime training, organizational leaders must be able to translate complex concepts into understandable operational and tactical plans and decisive action. Organizational leaders develop the programs and plans, and synchronize the appropriate systems allowing Soldiers in small units to turn tactical and operational models into action.
11-2. Through leadership by example, a wide range of knowledge, and the application of leader competencies, organizational leaders build teams of teams with discipline, cohesion, trust, and proficiency. They focus their organizations down to the lowest level on the mission ahead by disseminating a clear intent, sound operational concepts, and a systematic approach to execution.
11-3. Successful organizational leadership tends to build on direct leader experiences. Because they lead complex organizations, such as task forces, brigade combat teams, divisions, and corps, organizational leaders often apply elements of direct, organizational, and strategic leadership simultaneously. Highly accelerated operating tempos, compressed training cycles, contingency operations, and continual deployment cycles mandate leader agility. The modern organizational level leader must carefully extend
his influence beyond the traditional chain of command by balancing his role of warrior with that of a diplomat in uniform.
11-4. Modern organizational leaders are multiskilled, multipurpose leaders. They have developed a strong background in doctrine, tactics, techniques, and procedures, as well as an appreciation for the geopolitical consequences of their application. From their personal experience at the operational and tactical levels, they have grown the instincts, intuition, and knowledge that form the understanding of the interrelation of tactical and operational processes (FM 3-0). Their refined tactical skills allow them to understand, integrate, and synchronize the activities of multiple systems, bringing all resources and systems to bear across the spectrum of conflicts.
11-5. Given the increased size of their organizations, organizational leaders influence more often indirectly than in person. They rely more heavily on developing subordinates and empowering them to execute their assigned responsibilities and missions. They should be able to visualize the larger impact on the organization and mission when making decisions. Soldiers and subordinate leaders, in turn, look to their organizational leaders to set achievable standards, to provide clear intent, and to provide the necessary resources.
11-6. Decisions and actions by organizational leaders have far greater consequences for more people over a longer time than those of direct leaders. Because the connections between action and effect are sometimes more remote and difficult to see, organizational leaders spend more time than direct leaders thinking and reflecting about what they are doing and how they are doing it. Organizational leaders develop clear concepts for operations as well as policies and procedures to control and monitor their execution.
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