Sorry to come in late to the discussion.  I thought the comparing definitions question very interesting – as I had a much different answer in my head before re-reading the chapter, then re-reading 6-22.

I thought the book definitions on leadership for both weren’t significantly different.  But I think from experience – and from the book – the Navy culture of leadership is very different from that of the Army.  It made me really think about how whatever we say – aloud or in written format – so much of what we communicate happens in action and interpretation.

It’s clear the Navy – especially in the submarine community – places a premium on hands-on expertise and measuring a leader predominantly on measurable accomplishment (inspection passed, timeline hit, etc.).  The Army takes a much dimmer view – at least culturally – on the type of micromanagement and ‘indispensable leader’ that leads to.  I was surprised to see in 6-22 there really wasn’t much explicitly directing against this philosophy.  I think the six tenets of mission command probably communicate the anti-micromanagement cultural philosophy much better.