Army Doctrine Publication 6-22

Army Doctrine Publication 6-22
Name	Army Doctrine Publication 6-22
Country	United States
Service	United States Army
Type	Doctrine
Published	2012
Subject	Leadership

Army Doctrine Publication 6-22 Army Doctrine Publication 6-22 is the United States Army's principal publication on leadership, codifying principles, attributes, and institutional responsibilities. The publication integrates historical precedents from George Washington and Ulysses S. Grant with contemporary practice influenced by operations in Iraq and Afghanistan (2001–2021 conflict), linking doctrine to professional development frameworks used by institutions such as the United States Military Academy and the United States Army War College.

Overview

ADP 6-22 presents a framework for leader development that ties individual character and competence to organizational effectiveness, referencing leadership models used by figures like Dwight D. Eisenhower, George S. Patton, Colin Powell, and Norman Schwarzkopf Jr.. It situates Army leadership within the broader context of joint and coalition operations alongside organizations such as the United States Air Force, United States Navy, NATO, and partner militaries like the British Army and Canadian Armed Forces. The publication shapes doctrine used in institutions including the Officer Candidate School and the United States Army Training and Doctrine Command, and it informs policies under the Secretary of the Army and programs administered by the Department of Defense.

History and Development

ADP 6-22 evolved from earlier manuals and field manuals shaped by lessons from the American Revolutionary War, American Civil War, World War I, and World War II, and was updated in response to doctrinal shifts after the Cold War and the Global War on Terrorism. Its lineage traces through publications used during the tenure of chiefs like General George C. Marshall and later reformers such as General William S. Hartzog and leaders influenced by studies from RAND Corporation and doctrine centers at the United States Army Combined Arms Center. Revisions were informed by after-action reports from operations such as the Battle of Fallujah and campaigns in Helmand Province, and by leadership scholarship from universities like Harvard University and Stanford University.

Key Concepts and Principles

The publication defines leader attributes—character, presence, and intellect—echoing attributes emphasized by leaders including Theodore Roosevelt and Abraham Lincoln and analyzed by scholars from institutions like the Brookings Institution and Council on Foreign Relations. It sets out competencies such as leading, developing, and achieving, drawing parallels to command responsibilities demonstrated by Admiral William H. McRaven and General David Petraeus. ADP 6-22 stresses ethical leadership anchored in codes reflected in documents like the United States Constitution and professional oaths administered by the Chief of Staff of the Army, and aligns leadership assessment with education models used by the John F. Kennedy School of Government and military education programs at the Naval War College.

Organization and Content Summary

The publication is organized to address concepts, leader attributes, competencies, and institutional responsibilities, mirroring structures found in doctrinal works from the British Ministry of Defence and joint doctrine from the Joint Chiefs of Staff. Sections cover topics from emotional intelligence studied at Yale University to mentoring practices similar to programs at the United States Naval Academy. It includes guidance for application across echelons—from squad and platoon levels referenced in histories of the 101st Airborne Division to brigade and corps operations exemplified by the III Corps—and prescribes leader development processes used by the Noncommissioned Officer Professional Development System and commissioning sources like the Reserve Officers' Training Corps.

Implementation and Training

ADP 6-22 informs curricula at the Combined Arms Center, training doctrine at the Fort Benning, and leader development programs coordinated with the Army National Guard and United States Army Reserve. It influences professional military education delivered at schools such as the Command and General Staff College and prescribes assessment metrics used in evaluations overseen by the Program Executive Office and human resources policies linked to the Civilian Personnel Management Service. Implementation draws on methodologies from organizations like Psychological Operations (United States Army) for behavioral understanding and uses simulation tools tested by contractors such as Lockheed Martin and research from the Defense Advanced Research Projects Agency.

Criticism and Reception

Reception among scholars and practitioners has been mixed; commentators at think tanks such as Heritage Foundation and Center for Strategic and International Studies have debated its balance between character emphasis and technical competence. Military historians referencing works on Carl von Clausewitz and analyses from the International Institute for Strategic Studies have critiqued its applicability to irregular warfare and hybrid threats studied in conflicts like the Kosovo War. Professional soldiers, educators at the United States Military Academy, and journalists from outlets like The New York Times and Defense News have assessed its utility for leader selection, while advocacy groups and lawmakers in the United States Congress have examined its implications for personnel policy.

Category:United States Army doctrine