Reserve Component leader development program develops the values, attributes,
skills and actions of ARNG and USAR soldiers to meet the mobilization
needs of the Army. RC officers must be properly trained in order to perform
effectively in the event of mobilization. The development of RC officers
is a continuous, progressive and sequential process made up of three pillars:
institutional training, operational assignments and self-development.
training. There are a variety of schools, both resident
and nonresident, that provide the RC officer with military educational
opportunities. These educational programs, which are designed to increase
and update the professional knowledge of each officer, have the secondary
goal of satisfying promotion and assignment prerequisites. Officer military
education requirements are shown in the table below. (For exceptions,
see AR 135-155 and NGR 135-155.)
Operational experience through duty assignments augments what
has been learned in the formal education process. To the maximum extent
possible, RC officers receive operational assignments that allow
them to apply the knowledge and leadership skills learned in institutional
training. This is especially critical for company grade officers.
Every attempt should be made to assign junior officer to troop units.
This phase in development is critical to developing leadership competencies
and instill the Army values necessary in the officer corps. Careful
planning and programming by agencies, commanders and the individual
officers is essential to maximize the career potential and efficient
use of officer skills and attributes. Experience gained through challenging
and varied assignments enhances officer development and provides
trained officers able to meet the dynamic needs of the Reserve Components.
The assignment and transfer of RC officers is a collective effort
between the career management officer, the officer and his or her
unit. The applicable TOE or TDA prescribes the grade, branch and area
of concentration (AOC) requirements for positions to which officers
may be assigned. In the RC environment, assignment options are constrained
by the force structure and demographic and geographic limitations.
For these reasons, RC officers must be willing to accept assignments
throughout the Selected Reserve, to include the Army National
Guard and USAR programs. RC officers must also accept the necessity
of occasional and temporary transfers to the IRR, especially in conjunction
with the completion of Professional Development Education (PDE) requirements.
These transfers provide the officer with an opportunity to complete
required studies without the distraction of a troop assignment and
allow other officers the opportunity to gain troop leadership
Each officer has a responsibility for professional
development from the time of commissioning. Individual study, reading,
research and interpersonal skills development and assessment are critical
parts of leader development. AGR, temporary tours of active duty (TTAD),
Active Duty for Special Work (ADSW), Key Personnel Upgrade Program (KPUP,
ARNG only) are ways to enhance that development.
it is not specifically one of the pillars of leader development,
mentorship is the foundation upon which these pillars rest. Mentorship
is the act of proactively developing each subordinate through observing,
assessing, coaching, counseling, and evaluating which results in
treating people as they should be treated with fairness and equal opportunity.
Mentorship is a critical component of leader development since it is a
force multiplier. The pillars of leader development (institutional training,
operational assignments and self- development) primarily affect the officer.
Mentorship affects not only the mentored officer; it sets the tone for
the relation-ship that the mentored officer will have with those he or
she will mentor in the future. The importance of mentorship is enhanced
by the limited amount of time that RC officers will spend in units serving
under more senior officers who can serve as mentors.
Officer Basic Course
Advanced Course and CAS3/RC-CAS3
percent of Command and General Staff College
and General Staff College
* Officers having a date of rank to captain on or after 1 October
1987 must have completed CAS3 prior to enrolling into CGSC. (Completion
of CGSC satisfies CAS3 requirement.)
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information derived from Army Pamplet 600-3