2003 IMTA Proceedings - International Military Testing Association

658
the requirements in the 1999 model were often described in a more implicit manner. It
used more general terms that could be applied across civilian and military settings and
appeared to be directed at a more advanced audience of readers in terms of their general
knowledge of behavior and cognition. This version spent less emphasis defining the
operational parameters of the requirement (i.e., what it was and was not) and more
emphasis describing its importance to leadership.
Other requirements from the 1999 version such as: Honor, Will, Self-Discipline,
Self-control, and Balance, whose labels did not directly correspond with those of earlier
versions were more than adequately linked to the definitions/descriptions of requirements
of previous manuals. Requirements from the 1999 model that were not linked to
requirements from earlier models included Self-Confidence, Intelligence, Cultural
Awareness, and Health Fitness. These new requirements may represent vital additions in
the face of the new missions that the Army faces in today’s world. Additionally, one
requirements from the earlier models was not linked to any of the 33 requirements of the
1999 model. The trait, Enthusiasm, was not directly addressed in the requirement
definitions of the 1999 version. It is possible that the trait of Enthusiasm may no longer
be required or it may be that the authors misread or misinterpreted the requirements
definitions of the 1999 model whereby particular phrases of these definitions may have
inferred some characteristic of enthusiasm (or like characteristic) on the part of the
leader.
DISCUSSION
This review has provided a unique understanding of the development of the FM
22-100. Each version has built on the previous and provided more information to help
leaders grow and succeed. This commitment to improvement on the part of the Army has
resulted in the 1999 version that has more detail than previous models. As General Patch
(1999) indicates, “the (1999) manual takes a qualitative step forward by:
� Thoroughly discussing character-based leadership.
� Clarifying values.
� Establishing attributes as part of character.
� Focusing on improving people and organizations for the long term.
� Outlining three levels of leadership – direct, organizational and strategic
� Identifying four skill domains that apply at all levels.
� Specifying leadership actions for each level.
… (Further), more than 60 vignettes and stories illustrate historical and contemporary
examples of leaders who made a difference. The (1999) manual captures many of our
shared experiences, ideas gleaned from combat, training, mentoring, scholarship and
personal reflection.”
Our analysis led the authors to conclude that the content in each of the manuals
was similar but that the 1999 version implements a completely new framework for
presenting this material. It was found that the vast majority of leader requirements and
the competencies underlying those requirements have remained stable over time even
though labels for these requirements and the complexity of leader requirements models
have evolved over time.
45 th Annual Conference of the International Military Testing Association
Pensacola, Florida, 3-6 November 2003