Difference Between Direct And Strategic Leadership Levels

The Army’s definition of leadership is “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization”. We will discuss the three levels of leadership: direct, organizational, and strategic. There is a common principle and practice between the three types of leadership levels. To be a quality leader it is critical to understand the direct, organizational, and strategic levels of Army leadership.
The assignments of leaders become more complex and mutually reliant of each other, require more responsibility, accountability, and authority. A great quote from A Battalion Commander, Operation Just Cause, Panama, 1989,
“More than anything else, I had
These leaders are directly interacting with teams, squads, sections, platoons, companies, troops, and branch through division levels in Table of Distribution and Allowances (TDA) organizations. The TDA is an authorization document developed for non-doctrinal units that prescribes the organizational structure and the personnel and equipment requirements and authorizations of a military unit to perform a specific mission for which there is no appropriate Table of Organization and Equipment (TOE). Direct leaders are close enough to soldiers. They are able to monitor and coordinate team efforts with less complexity and more assurance. They will also provide mission intent. For instance a platoon sergeant is close enough to have a direct influence during scheduled training as well as delegate to subordinates. Being proficient in direct leadership will allow leading through the process of
These leaders focus on making policy and system integrations while also making some face-to-face contact. Therefore, they make time to visit distant parts of their organizations to ensure progress toward mission accomplishment and ensuring briefings and reports reflect the same intent. Organizational leaders deal with more complexity due to the amount of soldiers. The number of unintended consequences are increased as well. While problem solving and having a good understanding of the entire range of full-spectrum operations is a must have skill. Organizational leaders must also be competent in synchronizing systems and organizations. These leaders focus on midrange planning and reinforce or reassess the organization’s priorities, such as planning, programming, budgeting, and execution (PPBE). According to ADRP 6-22 “Organizational leaders generally include military leaders at the battalion through corps levels, military and civilian leaders at directorate through installation levels, and Army Civilians at the assistant through undersecretary of the Army