Military Review English Edition March-April 2014 | Page 64
Institutional Domain
Operational Domain
Leader
Development
Education
Experience
Training
Experience
Training
Education
Training
Experience
Education
Army Capstone Concept
Self-Development Domain
Experience
Education
Training
The Army leader development model
The Army leader development model shows
experience, education, and training in each learning
domain, with overlap between the domains. Leader
development activities in the institutional domain
tend to occur in schools and courses. Activities
in the operational domain tend to occur in duty
assignments. Activities in the self-development
domain tend to consist of activities selected and
performed by individuals. Few would disagree
that Army leaders need to build a solid foundation
of leadership training, typically in the institutional
domain; they need to apply that training, typically
in the operational domain; and they need to continue maintaining and improving on it, typically
in the self-development domain. Army leader
development activities in the institutional and selfdevelopment domains are, for the most part, effective. The Army as an institution generally ensures
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soldiers participate in institutional leader development activities. Individual soldiers commonly
exercise initiative to ensure their participation in
self-development activities. However, the Army
has shortfalls in leader development activities in the
operational domain. Effective leader development
in the operational domain depends on unit leaders
taking the time to provide individualized counseling, coaching, and mentoring to their subordinates.
The Institutional Domain
Leader development in the institutional domain,
through programs such as professional military
education and the Civilian Education System, gives
individuals a foundation of leadership capabilities.
These courses are designed to provide knowledge
and skills deemed necessary for success at a particular professional level. As the Army Leader
March-April 2014
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