MILITARY LEADERSHIP

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 Military Leadership

For the purposes of the leadership category, Army Doctrine Publication 6-22, this study
establishes the Army doctrinal view on leadership and the impact of leadership as it pertains to
the Army. It also identifies leadership qualities desired within the Army and overviews the
importance of leadership towards accomplishing the Army mission. The doctrine offers the
Leadership Requirements Model to convey the rounded expectations that an Army leader must
meet. Within the model, it establishes requirements in the form of attributes and competencies.
Army Leadership attributes consists of what leaders should be and should know, while
competencies are how leaders must conduct themselves. The Leadership Requirement Model
does not distinguish the importance of attributes between the strategic, operational, and tactical
levels of war, but does graphically present the importance of situational leadership.

Figure 1: Army Leadership Requirements Model

Source: Headquarters, Department of the Army, Army Doctrine Publication 6-22, Army
Leadership (Washington, DC: Government Printing Office, August 2012).

In association with the Leadership Requirements Model, Army Doctrine Reference Publication
6-22, Army Leadership also describes leadership as “the process of influencing people by
providing purpose, direction, and motivation to accomplish the mission and improve the
organization.” Further clarification is provided on the leadership environment, the literature
details that leadership involves two groups of people, those leading and those being led.

The Air Force doctrinal view on leadership, offered in Air Force Doctrinal Document 1-1,
Leadership and Force Development, is viewed a complement to Army Doctrine Publication 6-22,
Army Leadership for the purposes of this research. Similarly, this doctrine institutes the desired
traits of an Air Force leader and how leaders a built through the various force development
principles at the tactical, operational, and strategic levels of the Air Force organizational and
force structure. With an emphasis on a leader’s personal engagement, the Air Force doctrine
provides the Air Force’s Enduring Leadership Competencies. It suggests these competencies are
critical to creating a flexible and adaptive force. The intent of the competencies is to develop Air
Force officers capable of leading action to influence their subordinates, improve their unit’s
abilities, and accomplish their unit’s mission.

Foundations

The application of this knowledge assertively and with devotion trains and establishes experts
and multi-skilled leaders. Apart from their own responsibility of individual and professional
competence, Army leaders also carry the responsibility of training their subordinates. The Army
therefore has three classes of central leader competencies that enable leaders to grow
competently at all levels of leadership: that is, lead, develop, and achieve. These competencies
and their groups define the offices and roles of leadership.

The Army has organized founding documents and every Army Soldier and leader ought to be
familiar with them. According to the Army’s manual, “the Army and its leadership requirements
are based on the Nation’s democratic foundations, defined values, and standards of excellence.”

However, the documents are flexible, due to revision emerging from the amendment of the U. S.
constitution from time to time. By the time the Army’s foundation manual was published, the
Constitution had undergone twenty-seven amendments. This indicates that the government
adapts to changes in the society.

The Army and the government have a very close and tight linkage. The Congress has the
capacity to hoist and sustain the army while it is the army’s responsibility to defend the states
and its territories. Members of the Army vow solemn oaths to “support and defend the
Constitution of the United States against all enemies, foreign and domestic,” they also admit the
power of the President as the Commander in Chief of the armed forces and that all his officers
are his agents.
This ensures obedience of the Army to the authority of the President and his authority from any
other aspect. It also gives the military the confidence to carry out their responsibilities with
strength and without fear. Therefore, there is a mutual relationship between the government and
the military.

As leaders exercise their command authority, they should consider the state of their subordinates.
For instance, when dealing with tired, worn out or injured soldiers, the commander should use
his/her wisdom to know how to command them because whatever he/she commands they will
obey. In addition, in as much as the commanders have high authority over their subordinates,
they should lead by example and be role models.

The Army leadership requirements model comprises an impeccable character, professional

competence- knowledge, study, preparation and application. Empathy, values and warrior ethos
are the three elements that underscore a leader’s character.

Some of these characters might be innate; however, character development through

apprenticeship, experience and training instills long-term character that goes long way in
ensuring effective leadership. Without these qualities, one does not qualify to lead, but in the
presence of these qualities, victorious leadership is inevitable, and wise leadership results
thereafter.

Competencies are core leadership values built by studying, personal efforts, training, and
experience. They give plain and reliable means passing on expectations for the Army leaders.
Competencies improve with time and experience especially in complex situations. Commanders
improve these competencies by carrying out assigned duties and responsibilities. Competent
leaders take every available opportunity to learn and improve.

Conclusion

In conclusion, strong and firm leadership in the Army is of great importance, because it is from it
that future leaders also develop. Upcoming leaders under the tutelage of successful leaders
become efficient for they implement what they learn from their mentors.
A good leader therefore, is a leader of character, with presence, intelligent, competent, one who
has the ability to influence his subordinates and able to easily adapt to changes. Training forms
an integral part of army leadership; nevertheless, experience counts and this result from
continued mentoring leaders through apprenticeship. With the right leadership, the Army is
confident of victory.

References

Hillenbrand, L. (2010). Unbroken: A World War II story of survival, resilience, and redemption. Random
House Incorporated.