We must control our operations, directing all efforts toward accomplishment of the mission. Command can best be facilitated by developing intelligent, bold, risk-taking leaders, while control is best improved by the application of sound doctrine and the intelligent use of technology. Leader Development Our Army prides itself on our leaders, who have grown through a system that combines a formal education process, experience and mentorship, and self-development. Leaders at all levels must concern themselves with their own development and that of their subordinates. Leadership is a constant process, and so is leader development.
Leader development depends heavily on personal example, environment and accountability.
Just as units will perform as they train, junior leaders will follow developmental patterns based upon the examples of their superiors. The environment of the command will often determine junior leaders' behaviors. A positive environment, which ensures that subordinates know the commander's intent and standards and feel free to exercise delegated authority, is a breeding ground for the bold, audacious leaders our Army requires. Delegation of real authority to the leader at the lowest level capable of routinely executing a task or mission to standard is essential. We know we must operate that way in combat, and we must do the same in peacetime and during training.