Character and Ethics-Army Leadership

 4-62. Adhering to the principles that the Army Values embody is essential to upholding high ethical standards of behavior. Unethical behavior quickly destroys organizational morale and cohesion—it undermines the trust and confidence essential to teamwork and mission accomplishment. Consistently doing the right thing forges strong character in individuals and expands to create a culture of trust throughout the organization.

4-63. Ethics are concerned with how a person should behave. Values represent the beliefs that a person has. The seven Army Values represent a set of common beliefs that leaders are expected to uphold and reinforce by their actions. The translation from desirable ethics to internal values to actual behavior involves choices. 

4-64. Ethical conduct must reflect genuine values and beliefs. Soldiers and Army civilians adhere to the Army Values because they want to live ethically and profess the values because they know what is right. Adopting good values and making ethical choices are essential to produce leaders of character.

4-65. In combat, ethical choices are not always easy. The right thing may not only be unpopular, but dangerous as well. Complex and dangerous situations often reveal who is a leader of character and who is not.

LEADERSHIP EXTENDS INFLUENCE BEYOND THE CHAIN OF COMMAND

While Army leaders traditionally exert influence within their unit and its established chain of
command, multiskilled leaders must also be capable of extending influence to others beyond the chain of
command. Extending influence is the second leader competency. In today’s politically and culturally
charged operational environments, even direct leaders may work closely with joint, interagency, and
multinational forces, the media, local civilians, political leaders, police forces, and nongovernmental
agencies. Extending influence requires special awareness about the differences in how influence works.

CHARACTER AND BELIEFS

4-57. Beliefs matter because they help people understand their experiences. Those experiences provide a
start point for what to do in everyday situations. Beliefs are convictions people hold as true. Values are
deep-seated personal beliefs that shape a person’s behavior. Values and beliefs are central to character.

4-58. Army leaders should recognize the role beliefs play in preparing Soldiers for battle. Soldiers often
fight and win against tremendous odds when they are convinced of the beliefs for which they are fighting.
Commitment to such beliefs as justice, liberty, and freedom can be essential ingredients in creating and
sustaining the will to fight and prevail. Warrior Ethos is another special case of beliefs.

4-59. Beliefs derive from upbringing, culture, religious backgrounds, and traditions. As a result, different
moral beliefs have, and will, continue to be shaped by diverse religious and philosophical traditions. Army
leaders serve a Nation that protects the fundamental principle that people are free to choose their own
beliefs. America’s strength derives and benefits from that diversity. Effective leaders are careful not to
require their people to violate their beliefs by ordering or encouraging illegal or unethical actions.

4-60. America’s Constitution reflects fundamental national principles. One of these principles is the
guarantee of freedom of religion. The Army places a high value on the rights of its Soldiers to observe
tenets of their respective religious faiths while respecting individual differences in moral background and
personal conviction. While religious beliefs and practices remain a decision of individual conscience,
Army leaders are responsible for ensuring their Soldiers and civilians have the opportunity to practice their
religion. Commanders, in accordance with regulatory guidance, normally approve requests for
accommodation of religious practices unless they will have an adverse impact on unit readiness, individual
readiness, unit cohesion, morale, discipline, safety, and/or health. At the same time, no leader may apply
undue influence, coerce, or harass subordinates with reference to matters of religion. Chaplains are staff
officers with specialized training and specific responsibilities for ensuring the free exercise of religion and
are available to advise and assist Army leaders at every level.

4-61. A common theme expressed by American prisoners of war during the Korean and Vietnam wars was
the importance of beliefs instilled by a common American culture. Those beliefs helped them to withstand
torture and the hardships of captivity.

Ranger Handbook-Shelters

1) Poncho Lean-To. It takes only a short time and minimal equipment to build this lean-to. You need a poncho, 6 to 10 feet of rope, three stakes about 6 inches long, and two trees (or two poles) 7 to 9 feet apart. Before you select the trees you will use (or decide where to place the poles), check the wind direction. Make sure the back of your lean-to will be into the wind. To make the lean-to:

(a) Tie off the hood of the poncho. To do this, pull the draw cord tight; roll the hood long ways, fold it into thirds, and tie it with the draw cord.

(b) Cut the rope in half. On one long side of the poncho, tie half of the rope to one corner grommet, and the other half to the other corner grommet.

(c) Attach a drip stick (about a 4-inch stick) to each rope 1/4 to 3/4 inches away from the grommet. These drip sticks will keep rainwater from running down the ropes into the lean-to. Using drip lines is another way to prevent dripping inside the shelter. Tie lines or string about 4 inches long to each grommet along the top edge of the shelter. This allows water to run to and down the line without dripping into the shelter.

(d) Tie the ropes about waist high on the trees (uprights). Use a round turn and two half hitches with quick-release knot.

(e) Spread the poncho into the wind and anchor to the ground. To do this, put three sharpened sticks through the grommets and into the ground.

(f) If you plan to use the lean-to for more than one night, or if you expect rain, make a center support to the lean-to. You can do this by stretching a rope between two upright poles or trees that are in line with the center of the poncho.

(g) Tie another rope to the poncho hood; pull it upward so that it lifts the center of the poncho, and tie it firmly to the rope stretched between the two uprights.

(h) Another method is to cut a stick to place upright under the center of the lean-to. This method, however, will restrict your space and movements in the shelter.

(i) To give additional protection from wind and rain, place boughs, brush, your rucksack, or other equipment at the sides of the lean-to.

(j) To reduce heat loss to the ground, place some type of insulating material, such as leaves or pine needles, inside your lean-to.

Note: When at rest, as much as 80 percent of your body heat can be lost to the ground.

(k) To increase your security from enemy observation, lower the silhouette of the lean-to by making

two modifications.When at rest, as much as 80 percent of your body heat can be lost to the ground.

(l) To increase your security from enemy observation, lower the silhouette of the lean-to by making

two modifications.

•  Secure the support lines to the trees knee-high rather than waist-high.Secure the support lines to the trees knee-high rather than waist-high.
•  Use two knee-high sticks in the two center grommets (sides of lean-to), and angle the poncho to the ground, securing it with sharpened sticks as above.Use two knee-high sticks in the two center grommets (sides of lean-to), and angle the poncho to the ground, securing it with sharpened sticks as above.

Respect

Treat people as they should be treated.

The discipline which makes the soldiers of a free country reliable in battle is not to be

gained by harsh or tyrannical treatment. On the contrary, such treatment is far more

likely to destroy than to make an army. It is possible to impart instruction and to give

commands in such manner and such a tone of voice to inspire in the soldier no feeling

but an intense desire to obey, while the opposite manner and tone of voice cannot fail to

excite strong resentment and a desire to disobey. The one mode or the other of dealing

with subordinates springs from a corresponding spirit in the breast of the commander.

He who feels the respect which is due to others cannot fail to inspire in them regard for

himself, while he who feels, and hence manifests, disrespect toward others, especially his

inferiors, cannot fail to inspire hatred against himself.

Major General John M. Schofield

Address to the United States Corps of Cadets, 11 August 1879

Respect for the individual is the basis for the rule of law—the very essence of what the Nation stands

for. In the Army, respect means treating others as they should be treated. This value reiterates that people

are the most precious resource and that one is bound to treat others with dignity and respect.

Over the course of history, America has become more culturally diverse, requiring Army leaders to

deal with people from a wider range of ethnic, racial, and religious backgrounds. An Army leader should

prevent misunderstandings arising from cultural differences. Actively seeking to learn about people whose

culture is different can help to do this. Being sensitive to other cultures will aid in mentoring, coaching,

and counseling subordinates. This demonstrates respect when seeking to understand their background, see

things from their perspective, and appreciate what is important to them.

Army leaders should consistently foster a climate in which everyone is treated with dignity and

respect, regardless of race, gender, creed, or religious belief. Fostering a balanced and dignified work

climate begins with a leader’s personal example. How a leader lives the Army Values shows subordinates

how they should behave. Teaching values is one of a leader’s most important responsibilities. It helps

create a common understanding of the Army Values and expected standards.

Army Leadership-Formal and Informal

LEADER TEAMS

Leaders at all levels recognize the Army is a team as well as a team of teams. These teams interact as

numerous functional units, designed to perform necessary tasks and missions that in unison produce the

collective effort of all Army components. Everyone belongs to a team, serving as either leader or

responsible subordinate. For these teams to function at their best, leaders and followers must develop

mutual trust and respect, recognize existing talents, and willingly contribute talents and abilities for the

common good of the organization. Leadership within the teams that make up Army usually comes in two

forms:

•  Legitimate (formal).
•  Influential (informal).

FORMAL LEADERSHIP

Legitimate or formal leadership is granted to individuals by virtue of assignment to positions of

responsibility and is a function of rank and experience. The positions themselves are based on the leader’s

level of job experience and training. One selection process used for the assignment of legitimate authority

is the command selection board. Similar to a promotion board, the selection board uses past performance

and potential for success to select officers for command positions. NCOs assume legitimate authority when

assigned as a platoon sergeant, first sergeant, or command sergeant major. These positions bring with them

the duty to recommend disciplinary actions and advancement or promotion.

 

The Uniform Code of Military Justice supports military leaders in positions of legitimate authority.

Regardless of the quality of leadership exhibited by organizationally appointed leaders, they possess the

legal right to impose their will on subordinates, using legal orders and directives.

 

INFORMAL LEADERSHIP

Informal leadership can be found throughout organizations, and while it can play an important role

in mission accomplishment, it should never undermine legitimate authority. All members of the Army

could find themselves in a position to serve as a leader at any time. Informal leadership is not based on any

particular rank or position in the organizational hierarchy. It can arise from the knowledge gained from

experience and sometimes requires initiative on the part of the individual to assume responsibility not

designated to his position. Therefore, even the most junior member may be able to influence the decision of

the highest organizational authority. As the final decision maker, the formal leader is ultimately responsible

for legitimizing an informal leader’s course of action.

Character Development from the US Army Leadership Manual

CHARACTER DEVELOPMENT
People join the Army as Soldiers and Army civilians with their character, pre-shaped by their
background, beliefs, education, and experience. An Army leader’s job would be simpler if merely checking
the team member’s personal values against the Army Values and developing a simple plan to align them
sufficed. Reality is much different. Becoming a person of character and a leader of character is a careerlong
process involving day-to-day experience, education, self-development, developmental counseling,
coaching, and mentoring. While individuals are responsible for their own character development, leaders
are responsible for encouraging, supporting, and assessing the efforts of their people. Leaders of character
can develop only through continual study, reflection, experience, and feedback. Leaders hold themselves
and subordinates to the highest standards. The standards and values then spread throughout the team, unit,
or organization and ultimately throughout the Army.
Doing the right thing is good. Doing the right thing for the right reason and with the right goal is
better. People of character must possess the desire to act ethically in all situations. One of the Army
leader’s primary responsibilities is to maintain an ethical climate that supports development of such
character. When an organization’s ethical climate nurtures ethical behavior, people will, over time, think,
feel, and act ethically. They will internalize the aspects of sound character.