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Outline of Future Military Leadership Characteristics: An Analysis

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 Electronic Research Journal of Behavioural Sciences, Volume 1 (2018)
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Outline of Future Military Leadership Characteristics: An Analysis

Shamaila Amir
Fellow of Ph.D. (Linguistics), HIESS, Hamdard University, Karachi
Email: shaminhasan@hotmail.com

Abstract:

The aspect of leadership has gained prominence in the functioning of organizations in the near
past. For the armed forces, undoubtedly, leadership is the most important cognitive element which
establishes other cognitive essentials like moral, motivation, faith, determination, commitment,
etc. Dynamic operational environment and technological advancements warrant future military
leadership to adapt themselves according to contemporary and future environment in order to
effectively execute their leadership role. This paper seeks to outline the characteristics of future
military leadership.

Keywords: Military, leadership, future military leadership, contemporary military

Introduction:
As said by General Colin Powell, former U.S. Secretary of State, that leadership is solving
problems, the day soldiers stop bringing their problems to their commander, is the day he (the
commander) has stopped leading them. They have either lost confidence that he1 can help, or have
concluded that he does not care. Either case is a failure of leadership.
Leadership has been a significant presence in the recorded history of humans and it is one
of the world’s oldest obsessions. The topic of leadership is familiar to all peoples and it knows no
cultural boundaries. The word “leader” entered the English language around the year 1300 and the
methodical study of leadership began over 600 years later in the 1930s. Over the last 75 years
leadership has literally been defined in hundreds of different ways by both academics and
practitioners. The bottom line is that there is no single, acceptable leadership definition, theory,
model, or standard. Leadership is a continual evolutionary process of qualities like vision,
commitment, discipline, trust, integrity, innovation, motivation, authority, dedication, humility,
creativity etc., within leaders (“The Evolution of Leadership – A look at where leadership is
heading,” 2011). Most of these qualities, if not all, in a leader, contribute to the success of an
organization. Anyone can acquire and develop leadership in varying degrees but for that purpose,
motivation and possession of mental and physical capabilities are essential. Leadership ability of
a particular person is therefore influenced by the willingness to study, practice, and apply
leadership techniques that are sound and tested (“Military leadership,” 1961).
Although leadership is a subject highly debated and wanted in military organizations, the
military profession does not have a monopoly on leadership. Leaders are found in every phase of
human endeavor including business, industry, and politics. However, many qualities previously
considered apt only for military leaders are being increasingly incorporated in professions other

1
The use of muscular pronoun here, or in the paper ahead, is only for the spontaneity in the text. It is not in any case
means gender specification.

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than the military. In fact, the progress and success of any organization are dependent upon the
quality and effectiveness of leadership (“Military Leadership,” 2018). Leadership includes
understanding, analyzing, predicting, and controlling human behavior. Also included in successful
leadership is the will to lead, together with the character which inspires confidence. There are
certain inherent characteristics that may aid in the development of leadership. Yet, some
individuals possessing desirable leadership qualities will never attain the stature of great leaders.
Conversely any reasonably intelligent person, no matter how inexperienced, can study, practice,
cultivate, and apply the components of leadership.
Owing to its significant effect on the success or failure of an organization, leadership, and
behavior scholars have extensively researched the subject of leadership. Hundreds of ideas and
countless theories define the concept of leadership. In the armed forces the leadership role is
attained as an individual progress through various ranks and consequently his leadership
requirements also get define according to the level he operates (Ficarrotta, 2001).
This paper aims to discuss a few important traits and personality attributes of military
leaders and derive certain essentials for future military commanders which are must at higher levels
of military leadership as dictated by the contemporary operational environment. To approach the
military aspect of the subject, forehand leadership will be segregated from management, and levels
of essentials of leadership at the tactical, operational, and strategic levels will be discussed.
Considering the depth of already existing research a tremendous amount of literature
available on various aspects of leadership, the contents will primarily be focused at a higher level
of leadership.

Definition of a Leader:
“Leader” and “Manager” are the most commonly and interchangeably words used in the
business community. As a matter of fact, both are different in meanings and in defining a
personality to a great extent (Monnappa, 2018).
A manager is the member of an organization with the responsibility of carrying out the
important functions of planning, organizing, leading, and controlling. A manager can be a leader
but only if adequately carries out the leadership responsibilities of management. These
responsibilities include communication, motivation, inspiration, guidance, and encouraging and
thus helping the employees to rise to the maximum level of productivity (“Leadership Attributes:
Trait Approach,” 2009; Duggal, 2018).
The basic difference between the management and the leadership is that a leader does not
necessarily hold a managerial position. Likewise, it is not necessary that a leader is an authority
figure in an organization. A leader is followed because of personality, behavior, and beliefs.
Therefore, a leader needs to invest in tasks and projects and demonstrate a passion for the work.
Leaders have to be interested in the success of followers, and also enable them to reach their goals.
Leadership works on inspiration and trust otherwise those who follow a leader may stop at any
time (Duggal, 2018; Monnappa, 2018).
Three fundamental differences between a leader and a manager are:

i. A leader invents or innovates, a manager organizes.

ii. A leader inspires trust whereas a manager relies on control.
iii. A leader asks the questions “what” and “why whereas a manager leans more
towards the questions “how” and “when’.

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Theories of Leadership:

People have long been interested in leadership throughout human history, but it has only
been relatively recently that a number of formal leadership theories have emerged. Interest in
leadership increased during the early part of the twentieth century. Early leadership theories
focused on what qualities distinguished between leaders and followers, while subsequent theories
looked at other variables such as situational factors and skill levels (Cherry, 2018). Here is an
elaboration of the most popular leadership theories:

i. Great Man Theory:

According to this theory, great leaders are born with required internal
characteristics. These characteristics are charisma, confidence, intelligence, and
social skills. Leaders are natural-born not ‘made’ and it is assumed that the capacity
for leadership is inherent (Cherry, 2018).
ii. Trait Theory:
The trait theory also assumes that leaders inherit certain qualities and traits
that make them suitable for leadership. A particular personality or behavioral
characteristics of that person are often identified that are believed to be found in
leaders only. Extroversion, self-confidence, and courage are some of such traits that
are potentially linked to great leaders (Cherry, 2018). However contrarily, there are
plenty of people who possess the personality traits associated with leadership, yet
many of these people never seek out positions of leadership. There are also people
who lack some of the key traits often associated with effective leadership yet still
excel at leading groups (Monnappa, 2018).
iii. Contingency Theory:
The contingency theory focuses on particular variables related to the
environment that might determine the suitable and particular style of leadership
required for a situation. It does not consider any leadership style the best in all
situations rather proposes that successful leadership depends on factors like
leadership style, qualities of the followers and aspects of the situation (Cherry,
2018).
iv. Situational Theory:
The situational theory proposes different styles of leadership are required
depending upon requirements of decision-making. Therefore, when the leader is
the most knowledgeable and experienced member of a group, the authoritarian style
is appropriate while where group members are skilled and experts, a democratic
style is to be chosen (Cherry, 2018).

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v. Behavioral Theory:
This theory proposes that great leaders are made, not born. The focus of this
theory is the actions of leaders, not mental qualities or internal states. People can
learn to become leaders through teaching and observation according to this (Cherry,
2018).
vi. Participative Theory:
In participative leadership theory, the ideal leadership style takes the input
of others into account. Such a leader encourages participation and contributions
from group members and helps them feel relevant and committed to the decision-
making process (Cherry, 2018).
vii. Management Theory:
Management theory is also known as transactional theory. It focuses on the
role of supervision, organization and group performance. It suggests that leadership
is a system of rewards and punishments (Cherry, 2018).
viii. Relationship Theory:
Relationship theory is also known as transformational theory. It focuses on
the formation of connections between leaders and followers. A transformational
leader motivates and inspires followers or group members by helping them to
realize the importance of the task. This type of leader is focused on the performance
of group members and wants each and every member of the group to fulfill his or
her potential (Cherry, 2018).

Levels of Leadership:
One of the challenges many managers and leaders face is in understanding the distinctions
between levels of leadership. Though there is a common basis of theory and practice, the
requirements of tactical leadership are quite different from those of strategic leadership. In
addition, there is a whole level of “operational” leadership that many people don’t even realize
exists (Martin, 2011).

i. Tactical Level:

Tactical leadership is concerned with short-term decisions and risk

management for immediate gains. At this level, leaders must manage to maintain a
balance between the needs of team members the mission. Many believe that there
is no such thing as “tactical leader”; that is to say “Tactical leaders are managers
and not leaders.” Tactical leaders focus on the literal tactics, or maneuvers, that are
needed to complete the mission. They are always trying to shift things around so
that efficiency is maximized. Their approach to work is one of logic, which is
supported by an underlying rationale that supports that logic. Another advantage is
a focus on the short-term. Major strides in what gets done today are given attention,

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commendation, and celebration. The disadvantage of tactical leaders is that they

can lose sight of the vision of where the organization is intended to go. They do not
always lead people around them to understand the long-term picture. Tactical
leaders are not masters of change, they like what’s currently working (McCullough,
2018).

ii. Strategic Level:

Strategic leadership is concerned with the long-term purpose and goals of
an organization or institution. A strategic leader creates a viable organization that
will be capable of functioning in all circumstances, that is resilient and robust in
the face of threats and obstacles. He has a compelling vision and mission, with the
help of which, he attracts the right people to the organization, thus providing
intrinsic motivation in the face of hardship and setbacks. Members of the
organization believe in the values and purpose of the organization, and they believe
their leaders have their best interests at heart, they are willing to make sacrifices for
the good of the institution. A strategic leader does not necessarily need to be highly
charismatic, although he must provide an idealized view of the future and the
organization (McCullough, 2018).

iii. Operational Level:

An operational leader builds the structures and systems that help out a
strategic leader in his vision and achievement of his objectives. He needs to provide
a framework for inspired actions taken by tactical leaders of an organization. In
other words, he creates systems to support the values of the organization and its
leadership and to encourage a culture and behaviour patterns that are congruent
with these. He is to lead the teams in analyzing and understanding the strategic and
tactical realities of the organization. He must craft the supporting infrastructure and
framework to allow everyone to move tactically toward the achievement. He needs
to design an operational framework of processes, systems, structures, and
incentives for that purpose. To do this, he needs to understand the business of the
organization, and its technical and financial characteristics and constraints (Naitsi,
2016).

Attributes Of Military Leadership:

Leadership is paramount to the success of any army. Leaders not only make life and death
decisions but directly control the climate and quality of life of their subordinates. But what is the
real definition of leadership? Field Manual 6-22, Leader Development, defines leadership as “the
process of influencing people by providing purpose, direction, and motivation to accomplish the
mission and improve the organization” (Military Leadership, 2018). Many academic and military
scholars have listed different tributes that form the essence of a military leader depending on what
level of leadership they are in. Military leaders are trained in leadership at the earliest stages of
their careers. Officers learn and adapt to leadership requirements as they progress through the ranks
and experience the rigors of leading subordinates. But one learns leadership not in a classroom,

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but through observing and experiencing other senior military leaders who themselves effectively
exercise their “generalship” in challenging situations. Few of the traits of military leaders which
are common to most scholars are discussed in the ensuing paragraphs:

i. Integrity:
This is flat out non-negotiable! There is no room for a questionable
character in any leader. Integrity is considered to be the best attribute of a great
leader. It means consistency in action, possession and display of values, concrete
methods, solid measures, resolute principles, high expectations and expected
outcomes. It means that the leader is deeply committed to doing the right thing for
the right reasons, whatever the circumstances are. Leaders because they have
integrity, are incorruptible and incapable of breaking the trust of their followers.
Any ethical collapse in a military leader’s integrity is a character flaw, which would
not only lose his leadership over troops but will also demoralize the soldiers. This
demands and absolute imperative for military leaders to develop an understanding
of what is at stake, a sense of personal responsibility and accountability, be mentally
tough and have a clear perspective between right from wrong (Hopkin, 2012).

ii. Lead from the Front:

Taught to lead by example, leaders inspire their Soldiers to perform deeds
of heroism and sacrifice, which often requires suppression of natural feelings such
as fear. Leaders do not encourage their Soldiers by saying, "onward," but rather,
"follow me". To inspire troops, leaders must instill a pervasive attitude to motivate
their troops to advance under withering fire or hold a seemingly untenable position.
To accomplish this, great leaders lead from the front and lead by example. They
must eschew arrogance, exude humility, be truthful, be prepared to share any
hardship with followers, and provide both vision and dedication to achieving a task
at hand (Adair, 2010).

iii. Moral Courage:

Doing the right thing, regardless of the consequences, is moral courage.
Moral courage entails a leader’s strength of character to be willing to incur risk in
order to act according to his or her values and beliefs and stand up to authority to
protect his or her soldiers’ welfare or defend his or her decisions. Thus, moral
courage enables leaders to live with integrity, act to uphold the loyalty to their
subordinates, and execute their duties with confidence. Subordinates can trust
leaders who have the courage to act in accordance with their values because they
know the directives they issue will be honest and based on values (Sweeney, 2017).

iv. Physical Courage:

As the life of a soldier is fraught with danger, courage is a requirement for
every military leader. Soldiers, who do their duty regardless of fear and risk to life
or limb, perform bravely on the battlefield. Danger creates the human reaction of

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fear. Commanders, and subsequently their subordinates, must have the capacity to
manage fear in order to accomplish the objective. An individual’s physical courage
relates directly to that person’s physical competence. An individual’s mind, body,
and soul all work together to allow him the capacity to concentrate, think logically,
and perform physical tasks. These are all required actions of a military leader
(Garland Jr, n.d.). If leaders follow the principle of leading from the front, then they
must be physically fit and energetic to meet the demands of leadership on the
battlefield. Physical courage allows a military leader to be bold, take calculated
risks and pursue his mission in an aggressive way while not being stupid or reckless.

v. Decisiveness:

Any leader’s success regardless of the environment is based on their ability to

manage risk. Every leader must understand risk, know how to mitigate risk, and be
willing at times to make bold decisions to exploit success. One of the key
characteristics of great leaders is the ability to make a decision at the right time
(Odierno, n.d.). In war, lack of decisiveness can have fatal consequences. Military
leaders who are reluctant or fail to take decisions not only fail there assigned
mission, they also lose the respect and confidence of their subordinates ultimately
destroyed the team they led. On the other hand, extreme leaders who take wild
uncalculated risks, put the mission, the team and its people, at unwarranted risk.
Such military leaders end up with missions’ unaccomplished and wasted valuable
time and resources including precious lives. The key to successful leadership is the
ability to strike a balance between the two extremes. The military leaders usually
operate in hostile environments that are not conducive for the prolonged decision-
making process. They, therefore, have to exercise prudence to ensure snap
judgments to achieve critical mission objectives (Diamond, n.d.).

v. Show Determination:
Determination is another of the important leadership traits. Determination
is the desire to get the job done and includes characteristics such as initiative,
persistence, dominance, and drive. People with determination are willing to assert
themselves, they are proactive, and they have the capacity to persevere in the face
of obstacles (“Leadership Attributes: Trait Approach,” 2009). A leader must show
determination even when others do not. This "never say die" attitude is necessary
for your Soldiers to be tirelessly persistent during desperate, bleak, or challenging
situations. Determination in a leader creates that inspiration in soldiers to overcome
the harshest obstacles and march fearlessly ahead with faith to achieve the most
difficult objectives.

vi. Lead by Example:

Military personnel are required to have a commendable strength of
character. Military leaders can instill in service members the values and ethics
expected of them, by adhering to their principles at all times. An effective military

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leader maintains high personal standards for oneself. Equally important is to set and
enforce the standards for the rest of the organization.

vii. Cool Temperament:

Situations that a military leader faces are often grave. Effective military
leaders must be able to maintain a cool temperament even in the toughest of the
situations. They must be patient, understand the situation at hand, and then make
the decision most suitable to meet the challenge. A snob or jittery military leader
creates incoherence and isolation with his subordinates. A cool temperament allows
a military leader not to think clearly but also provides that space for subordinates
to participate in the decision-making process. A decent sense of humor with a well-
controlled temperament increases a military leader's sphere of influence many
folds.

viii. Foster Teamwork:

When accomplishing the mission, teamwork is more important than
personal recognition. Today's military often functions in joint operations, which
consist of other branches as well as coalition partners. Therefore, a military leader
cannot favor individuals but must foster cooperation with all team members. The
effectiveness of teamwork within any military unit is arguably the most important
feature of that team. More than numbers or equipment, how well the elements of a
unit work together is a critical role in the success or failure of that unit in reaching
its objective. A military leader must be a team builder and ensure that his entire
team is brought together in unison to achieve much higher goals. A well-gelled
team creates a synergic effect as well as the confidence of each team member on
other members of the team. A military leader must curb the individualistic
tendencies in subordinates.

Future Requirements of Military Leadership:

The science and the art of leadership are very important to the military. The military
systematically develops both enlisted soldiers and officers to lead in progressively more
responsible positions. Senior-ranked leaders are in charge of thousands of soldiers and they have
to manage large budgets. They also have to make decisions in times of war that have dramatic
impacts on the under-command soldiers and on the strategic goals of the nation. Military leadership
has historically been very hierarchical in nature and relatively authoritarian when compared to
other domains like industry, education, and so forth. Traditionally, a centralized authority which
operates in a hierarchical organization tends to ensure fast and accurate transmission of orders and
related communications (Matthews, 2014). Moreover, the job of the military has traditionally been
to exert military force on a target and to destroy that target. Traits of the “good” 20th century, and
before, military leader thus included technical competence, decisiveness, and strong goal-directed
behavior. Rapid advances in information and communication technologies coupled with a change
in the nature of warfare may have expanded the skills that are prerequisite for effective military
leadership (“Leadership Attributes: Trait Approach, 2009”).

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Armed conflict traditionally occurred between nations. There were well defined military
and industrial objectives. Wars in the 21st century differ from those of the past. Contemporary
wars are substantively different and are predominantly asymmetric in nature. In such a climate,
leaders must come to understand not only their enemy, but also the social “geography” of where
they are fighting, how to negotiate effectively with local leaders, how to use social media to win
local support for their actions, and a myriad of other skills and capabilities. It may be odd to say,
but destroying a factory or an enemy base is a more definable and probably easier objective than
working proactively through military, diplomatic, and economic strategies to prevent war in the
first place. For these reasons, the military must recognize that it needs to develop future leaders
that have a skill set that is much expanded compared to their predecessors. There is an ever-
increasing need to develop and master some key leader attributes and skills that enhance the
effectiveness of our future military leaders (“Leadership Attributes: Trait Approach,”
2009). Military leaders must continue to be technically proficient, to understand the theory and
practice of war, and to understand how to direct and inspire those they command to achieve the
mission (Matthews, 2014).
Notwithstanding the personality traits mentioned in the earlier part of this article, the future
military leaders will have to hone additional skills for effectively assuming the role of a successful
commander (“Leadership Attributes: Trait Approach,” 2009). Future military leader will therefore
need to:

i. Develop an egalitarian instead of an authoritarian leadership style:

A highly trained military requires smart and well-educated soldiers. The old
strategy of ordering people, to do something because the commander says so, may
work for a short time. In the long run, this approach may fail because military
leaders often interact with civilians, non-government agencies, and a host of other
formal and informal groups. They mean to achieve their objectives (“Leadership
Attributes: Trait Approach,” 2009). “Egalitarian leaders genuinely see all people ..
important and equal..” so they “issue clear guidance, and demonstrate high social
intelligence (Matthews, 2014).”

ii. Be transformational, not transactional:

A transformational leader empowers subordinates to achieve the

organization’s goals. They see developing and growing others as more important
than micromanaging schedules, doling out rewards and punishments, and enforcing
standards (Matthews, 2014; “Leadership Attributes: Trait Approach,” 2009).

iii. Understand the Culture:

The leader must win hearts and minds, and to do this and to prevent conflicts
with followers, he must be an expert at understanding the culture in which the
followers are deployed. The leader must be adept at working with people from
diverse backgrounds, religions, and cultural practices (Matthews, 2014).

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iv. Adaptable to new technology:

Information technology evolves ever more rapidly. When a leader knows

how to harness the power of social media, it enables him/her to effectively
communicate within or outside of the organization (Matthews, 2014). It can be used
to reach out to the local population in which he or she is deployed. Future military
leaders must fully understand the technology of their command and control
systems, and of weapon systems they may need to employ, if military force is
required (“Leadership Attributes: Trait Approach,” 2009).

v. Apply of Rules of Engagement in entirety.:

Military actions are increasingly being audited, especially when they

become a reason for collateral damage. The rules of engagement have changed.
Successful military operations minimize killing or being killed. Knowing how to
leverage their military power to achieve objectives without injuring or killing others
is crucial to long term and strategic success (Matthews, 2014; Leadership
Attributes: Trait Approach, 2009).

vi. Skillful at working with other government and non-government agencies:

Contemporary era conflicts do not have a solution only in a military

dimension (not at least in the longer run) but need to include political/diplomatic
and non-military outreach In a comprehensive approach mechanism military
leaders will be mandated more frequently to interact and operate organizations
other than Armed forces. The future leaders with therefore need to develop an
aptitude for fostering an environment of true cooperation to help avoid wars, and
not just fight them (Matthews, 2014).

Conclusion:
Leadership can be most effectively summed up in words of Alexander the Great “An army
of sheep led by a lion is better than an army of lions led by a sheep.” There is no alternate for
effective leadership in military organizations. With the ever-increasing complexity in modern-day
conflict accentuated by the latest technologies, it has become increasingly compulsive for military
leaders not only to have all the inspirational personality traits and professional skills. The future
operational environment would, therefore, require a military leader having the traditional
personality traits of a warrior that leads soldiers in the face of unfathomable danger at the same
time military leaders will have to remain abreast of challenges posed by the dynamics of
technological advancements and the global system.
“A true leader has the confidence to stand alone, the courage to make tough decisions,
and the compassion to listen to the needs of others. He does not set out to be a leader, but
becomes one by the equality of his actions and the integrity of his intent.” – General Douglas
MacArthur

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