A soldier with honor does the following: adheres to a public code of professional Army values, and identifies with the public code of professional Army values. Integrity means to do what’s right, legally and morally (TRADOC, 2-17). A soldier displays integrity when he or she: always acts according to what he or she knows to be right, even at personal cost, possesses a high standard of moral values and principles, shows good moral judgment and demonstrates consistent moral behavior, avoids the wrong and stands up for what is right, shows candor and fairness in evaluating subordinates’ work, shows consistency between words and deeds, uses the authority and power that comes with rank to work for mission accomplishment or for soldiers instead of for personal or private gain, puts being right ahead of being popular or easy, and abides by principles.
Personal Courage is the next Army Value. Face fear, danger, or adversity (physical or moral) is personal courage (TRADOC, 2-22). A courageous soldier does the following: controls fear in physical and moral contexts, takes responsibility for decisions and actions, accepts responsibility for his own mistakes and shortcomings, confronts problems directly and takes action based on what he believes is right, regardless of what others may think, speaks up for what he believes is important and then is gracious whether his ideas are accepted or rejected, reports on successes and failure with equal candor, puts them self on the line to deal with important problems, and challenges others to make tough decisions. Each of these Army Values must be upheld by each soldier everyday. These values are not taking lightly and are consider important for potential leadership roles in the US Army.
Using power and influence in the US Army is understanding each soldier under a commander. Each soldier is bonded together as a team. In order for power to work, the leader must know his/her people. Influence works when the effects of a person’s action have an effect on the attitudes, values, beliefs, or behaviors of others. Whereas power is the capacity to cause a change in a person, influence may be thought of as the degree of actual change. Some power comes from an individual’s position or in this case rank, in the organization. The traditional commander’s power comes from the organization.
The commander’s rank gives him or her the power to reward or punish subordinates in order to influence their behavior. Power coming from a formal commissioned officer’s position in the US Army and the authority granted to it is an example of legitimate power. This is seen when the highest ranking officer in a unit is present and all soldiers obey orders coming from him. Subordinates accept this source of power as legitimate, which is why they comply.
Another kind of power, reward power, stems from the authority to bestow rewards on other people. This is seen in combat zones some, such as: a soldier is wounded in a combat zone and the President of the United States honors this soldier with the Purple Heart. Leaders can use rewards to influence subordinates’ behavior. The opposite of reward power is coercive power. It refers to the authority to punish or recommend punishment.
The US Army leaders use counseling statements or an Article 15 (loss of wages or rank). This is seen when a soldier is AWOL or as simple as getting a speeding ticket in a government car. Different types of position power elicit different responses in followers. Legitimate power and reward power are most likely to generate follower compliance. This means that the soldiers will obey orders and carry out instructions, although they may personally disagree with them and might not be enthusiastic. Coercive power most often generates resistance. This means that soldiers will deliberately try to avoid carrying out instructions or will attempt to disobey orders.
The concept and practice of leadership continues to grow and change. Leadership is reciprocal, occurring among people. Leadership is a people activity, distinct from administrative paper shuffling or problem-solving activities. Leadership is dynamic and involves the use of power to get things done. The US Army uses the fundamentals of leadership and the seven Army values to get soldiers ready for leadership in the civilian world or the combat zone. The US Army structuring their system this way has made a full proof example why some believe that leaders are made in the Army.
Management. Seventh Edition. Austria. Southern-Western. 2005 Soldiers Handbook. Virginia. United States Training and Doctorial command. 2003