Developing Leaders

Developing leaders is achieved through the lifelong synthesis of the knowledge, skills, and experiences gained through the training and education opportunities in the institutional, operational, and self-development domains (AR 350-1).


What is Athena?

Project Athena is an Army leader development program designed to inform and motivate Soldiers to embrace personal and professional development. Adding to the Army’s culture of assessments, Project Athena uses batteries of assessments to increase a Soldiers self-awareness of leadership skills and behaviors, cognitive abilities, and personal traits and attributes. Assessment batteries are strategically selected to compliment the leadership skills being developed at a number of Army schools. For each assessment completed, students receive a feedback report with their scores and information about how to interpret their scores.

Why is Project Athena Important?

Project Athena is all about self-awareness. By providing leaders with the tools to identify their strengths, recognize where improvements can be made, as well as provide access to resources that support self-initiative and self-development, Army leaders can continuously learn new skills and improve their abilities.

Project Athena provides students an opportunity to expand their self-awareness and tailor self-development to their individual needs. In addition, schools and faculty can use information from anonymous aggregate results to identify important trends and objectively inform their Programs of Instruction (POI).


What is Army Profession?

ADP 6-22, Army Leadership and the Profession, establishes and describes the Army Profession and the foundations of Army leadership, (outlines the echelons of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies expected of all leaders across all levels and cohorts.



What is Doctrine?

Army doctrine provides the fundamental principles with supporting tactics, techniques, procedures, terms, and symbols used for the conduct of operations and guides the actions of operating forces and elements of the institutional force that directly support operations in support of national objectives. ADP 1, The Army, and ADP 3-0, Operations, as capstone doctrine, serve as the foundation of our professional body of knowledge.

Resources for Doctrine



CAPL Organization Structure

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Mission Statement

The Center for the Army Profession and Leadership (CAPL) conducts studies, develops doctrine, provides assessment programs, and develops products and services that improve Army leadership, support leader development, and strengthen the profession in order to achieve positive command climates and mission-ready units.


The Center for the Army Profession and Leadership (CAPL) reflects the Secretary of the Army’s priorities to reform organizations and drive efficiencies. CAPL is the outcome of combining the Center for Army Leadership (CAL) and the Center for the Army Profession and Ethic (CAPE) into one new dynamic organization at Fort Leavenworth, KS starting 1 April 2019. On 1 June 1983, the U.S. Army Center for Leadership and Ethics was established as the proponent for Army-wide leadership and ethics doctrine, training, and integration under the Department of Command, Command and General Staff College, CAC, at Fort Leavenworth, KS. On 3 June 1984, the center was officially renamed the Center for Army Leadership, achieved departmental status in the CGSC, and remained the Army proponent for leadership and ethics. ... The mission included the development, implementation, and revision of leadership and ethics core curricula and training, field consultation, and staff actions to inform decisions for the U.S. Army Training and Doctrine Command. In June 2013, CAL transitioned from the Combined Arms Center – Leader Development and Education to the Mission Command Center of Excellence. CAL developed pragmatic leadership doctrine (e.g., FM 6-22, ADP 6-22, ADRP 6-22), training materials, and information products designed to guide all leaders within the Army concerning leadership standards and expectations. These leadership, education, and training concepts continue to shape leaders, policy, and force management. CAL retains doctrine, training, leadership and education, personnel, and policy responsibilities to guide the future force regarding leadership and leader development practices. The Army Center of Excellence for the Professional Military Ethic (ACPME) was established in May 2008 at West Point, NY. ACPME was re-designed as the Center for the Army Profession and Ethic (CAPE) and realigned under the Combined Arms Center (CAC) in August 2010. CAPE’s mission was to address the unique challenges of shaping impressions of the Army Profession and Army Ethic in the aftermath of prolonged conflict in Afghanistan and Iraq. CAPE’s mission evolved into responsibilities of shaping the future force regarding the Army Ethic. CAPE developed doctrinal products regarding the Army Profession (e.g., ADRP 1) to support educational outreach and training products and conducted educational forums for the development of the Army Profession and Ethic. CAPL assumes the missions of CAL—to develop and provide Army leadership and leader development doctrine and products to the Army—and CAPE—to strengthen the Army’s profession and inspire Army professionals to fulfill their oath of service. CAPL remains a subordinate organization of the Mission Command Center of Excellence and CAC.


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