The objective of this study was to indentify similarities and differences in leadership competencies between United States Army Generals and members of the Senior Executive Service employed by the Department of the Army. Using the Lominger Leadership Architect® Competency Sort Cards and personal structured interviews, the study examined the leadership competencies of two groups. The study revealed that organizational culture and upbringing, in either regards to all military, all civilian, or a combination of experiences, impacts leadership competencies differently between civilian Senior Executive Service (SES) members and military General Officers (GO) of the United States Army. There were three primary findings related to both civilian and military leaders. For the civilian members, negotiating is noted as a skilled competency whereas managing personal disclosure is a challenge. For the military, ethics and values is a priority whereas hiring and staffing is a non-issue. Both groups in the study express that leaders want the best connection wit subordinates and colleagues. The study concludes with a discussion of how leadership training and development programs could be enhanced through the further exploration of competencies of leaders by a 360-degree approach and other venues to increase leader development programs of the United States Army.