THE UNIVERSITY OF THE ARMY OF THE AMAZZATES UNIVERSITY
Headquarters
Department of the Army
Washington, DC
27 March 2025

*Army Regulation 600–100

Effective 27 April 2025

Personnel-General

Army Profession and Leadership Policy

By Order of the Secretary of the Army:

RANDY A. GEORGE

General, United States Army

Chief of Staff

MARK F. AVERILL

Administrative Assistant to the

Secretary of the Army

History. This publication is an expedited revision. The portions affected by this expedited revision are listed in the summary of change.

Authorities. The authority for this regulation is 10 USCUSCUnited States Code.

Applicability. This regulation applies to the Regular Army, the Army National Guard/Army National Guard of the United States, the U.S. Army Reserve, and Army Civilians, unless otherwise stated.

Proponent and exception authority. The proponent of this publication is the Assistant Secretary of the Army (Manpower and Reserve Affairs). The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency in the grade of colonel or the civilian equivalent. Activities may request a waiver to this publication by providing justification that includes a full analysis of the expected benefits and must include formal review by the activity's senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 25–30 for specific requirements.

Army internal control process. This regulation contains internal control provisions in accordance with AR 11–2 and identifies key internal controls that must be evaluated (see appendix B).

Suggested improvements. Users are invited to send comments and suggested improvements on DA FormDA FormDepartment of the Army form 2028 (Recommended Changes to Publications and Blank Forms) directly to usarmy.pentagon.hqda-asa-mra.mbx.samr-trm@army.mil.

Distribution. This regulation is available in electronic media only and is intended for the Regular Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve.

*This regulation supersedes AR 600-100, 13 May 2024.

AR 600–100 • 27 March 2025

UNCLASSIFIED

Army leaders are responsible for consistently inspiring and motivating trusted Army professionals under their charge, upholding the Army Ethic, and demonstrating the Army competencies and attributes as stated in paragraph 3 – 2.

Climate The shared perceptions and attitudes members have about their organization, shaped by organizational leaders and its members, which affect mutual trust, cohesion, and commitment to the mission. Climate is generally short-term, depending on a network of personalities within the organization.

Counterproductive leadership The demonstration of leader behaviors that violate one or more of the Army’s core leader competencies or Army Values, preventing a climate conducive to mission accomplishment.

Inclusion The process of valuing and integrating everyone’s perspectives, ideas, and contributions into the way an organization functions and makes decisions, enabling workforce members to achieve their full potential in focused pursuit of organizational objectives.

Leader assessment Structured inventories, tests, or measures that provide information about a leader’s knowledge, skills, atti- tudes, traits, or potential.

Leader development The deliberate, continuous, and progressive process, founded in the Army Ethic, that develops Soldiers and Army Civilians into competent, committed professional leaders of character. Leaders are developed through the career-long synthesis of the training, education, and experiences acquired through opportuni- ties in the institutional, operational, and self-development domains. Leader development is inclusive of all cohorts and components, beginning prior to accession and continuing until the leader leaves service (see AR 350 – 1).

Leadership The activity of influencing people by providing purpose, direction, and motivation to accomplish the mis- sion and improve the organization.

Leadership mistake An isolated departure from Army core leadership competencies which does not meet the definition of seri- ous negative leadership behavior.

Mentorship A voluntary and developmental relationship that exists between a person with greater experience and a person with less experience, characterized by mutual trust and respect.

Multisource leadership assessment A structured process to assess an individual’s effectiveness as a leader from multiple perspectives.

Self-development A planned, continuous, lifelong process individual leaders use to enhance their competencies and poten- tial for progressively more complex and higher-level assignments (see AR 350 – 1).

Service Ethos The internal shared attitudes and beliefs that embody the spirit of the Warrior Ethos for DA Civilians.

Warrior Ethos Describes the frame of mind of the professional Soldier and proclaims a Soldier’s selfless commitment to the Nation, mission, unit, and fellow Soldiers.