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CHAPTER ONE

“What is the next thing you need for leadership? It is the ability to make up your mind
to make a decision and accept full responsibility for that decision”
- Field Marshal Sam Manekshaw

INTRODUCTION

1. Sam Hormusji Framji Jamshedji Manekshaw, also known as Sam Bahadur

("Sam the Brave"), was the first Field Marshal of the Indian Army. He led his country
to victory in the 1971 war with Pakistan, which is seen as its greatest hour. Sam
Hormusji Framji Jamshedji Manekshaw MC was the first officer in the Indian Army to
be promoted to the rank of Field Marshal. Sam Bahadur's military career went up and
up over the course of 40 years. After he finished his education at Sherwood College in
Nainital and Punjab, he asked his father to send him to London to study medicine. He
got a high score on the Cambridge Board School Certificate Examination. After his
father didn't get what he wanted, Sam Bahadur rebelled and joined the Indian Military
Academy (IMA). After graduating from IMA on 4th February 1934, he joined the
British Indian Army as a Second Lieutenant.

2. Sam Bahadur was a very important part of the Indian Army during the Second
World War and the three wars with China and Pakistan that happened after India got
its independence in 1947. In 1942, Sam Bahadur was hit by more than one LMG round
during a counterattack against the Japanese army in Burma. Because of this, his liver,
kidneys, and lungs were badly hurt, and he was pronounced dead. Still, he was a
strong person, and he was determined not to die.

3. He was in charge of how the Indian Army caught a notorious group of 300
Nagas who had gone to China and come back with weapons and ammunition that
could kill. So, there was an end to the Naga Rebellion for good. In 1968, Sam Bahadur
was given the Padma Bhushan award for this. Sam Bahadur was a brave leader who
didn't run away from hard times or even death. To do well in life, you have to take
risks. Sam Bahadur became the 8th Chief of Army Staff in 1969. In 1971, he was

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given the order to attack Pakistan so that Sheikh Mujibur Rahman could become the
leader of a new government.

4. Sam Bahadur was a great leader and teacher, and he was also a great soldier.
He had a lot of power in nature and didn't mind facing challenges or telling the truth.
Sam Bahadur died on 27 June 2008. Taking all into light, idea of this study would be
conducting a Leadership presentation is to recognize Sam Manekshaw’s early Life,
education and military Life at the outset of the paper as chapter Two and Chapter
Three will be discussing Analysis on Leadership Traits related to the Core Values of
Military leadership. Then Chapter four would discuss the lessons learnt from a great
personality for future leaders and study will be concluding with Chapter Five which
gives a light to findings of the study.

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AIM

5. Aim of this study is to perusal the leadership traits of Field Marshal Sam
Manekshaw and derives pertinent lessons learnt for development of future military
leaders.

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CHAPTER TWO

EARLY LIFE OF SAM MANESKSHAW

6. Sam Manekshaw was born in Amritsar, India, on 14 April 1914, to Hormizd

and Hilla Manekshaw. In the middle of Amritsar, Dr. Hormizd Manekshaw ran a
successful clinic and pharmacy. Sam was the fifth of the couple's six children and the
third son (four sons and two girls). Sam asked his father to send him to London to
study medicine because he wanted to be a doctor like his father. Sam's father said no
because he was too young and because Homicide was already paying for his two
brothers to live in London while they were studying engineering.

7. As a boy, Manekshaw was mischievous and high-spirited. His early ambition

was to study medicine and become a doctor like his father. He completed his primary
schooling in Punjab, and then went to Sherwood College, Nainital. In 1929, he left the
college at the age of 15 with his Junior Cambridge Certificate, an English language
curriculum developed by the University of Cambridge International Examinations. In
1931, he passed his Senior Cambridge (in the School Certificate of the Cambridge
Board) with distinction. Manekshaw then asked his father to send him to London to
study medicine, but his father refused on the grounds that he was not old enough; in
addition, he was already supporting the studies of Manekshaw's two elder brothers,
both of whom were studying engineering in London. Instead, Manekshaw entered the
Hindu Sabha College (now the Hindu College, Amritsar), and in April 1932 sat his
final exams held by the University of Punjab, passing with a third division in science.

8. The Indian Military College Committee, which was set up in 1931, said that
this is where a military academy should be built to train Indians for officer positions in
the Army. The Public Service Commission gives a test to people who want to join the
academy. Those who do well on the test are chosen for a three-year program. As a
protest against his father's decision, Sam Manekshaw signed up for a spot and took the
admissions test in Delhi when it was announced. On October 1, 1932, he was one of
fifteen cadets chosen from the open competition.

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MILITARY CAREER OF SAM MANEKSHAW

9. A formal notification for entrance examination to enrol in the Indian Military

Academy (IMA) was issued in the early months of 1932, and examinations were
scheduled for June or July. In an act of rebellion against his father's refusal,
Manekshaw applied for a place and sat the entrance exams in Delhi. On 1 October
1932, he was one of the fifteen cadets to be selected through open competition.
Manekshaw was placed sixth in the order of merit.

10. Manekshaw was selected as part of the first batch of cadets. Called "The
Pioneers", his class also produced Smith Dun and Muhammad Musa Khan, future
commanders-in-chief of Burma and Pakistan, respectively. Although the academy was
inaugurated by Chetwode on 10 December 1932, the cadets' military training
commenced on 1 October 1932.Manekshaw proved to be witty during his stay at IMA
and went on to achieve a number of firsts: the first graduate to join one of the Gorkha
regiments; first to serve as the Chief of the Army Staff of India; and first to attain the
rank of field marshal.Of the 40 cadets inducted, only 22 completed the course, and
they were commissioned as second lieutenants on 1 February 1935 with antedated
seniority from 4 February 1934

11. Sam Maneksho was commissioned on February 4, 1935, and as was the norm,
he was sent to Scotland's 2nd Battalion before he was sent to an Indian regiment.
Later, he was sent to the 12th Frontier Force Regiment in Burma, where he took
charge of his company's supplies in May 1938. The man who would become the
second Field Marshal fought in World War I in Burma. He will do a great job for you.
The Commonwealth forces' pay dropped the most quickly after the 1942 Bruma battle.
When India was split up, Sam Maincho's battalion became part of the Pakistan Army.

12. Before he was put in charge of the 3rd Battalion, on October 22, Pakistani
troops in Kashmir took over Domel and Muzaffarabad. At the time the ticket was
signed in Kashmaya, Sam Pashika was flying planes for the Pakistan Army (1947). He
said that the Indian Army should be sent to Kashmir to keep it from being taken over.
In 1957, he was sent to the Imperial Defensive College in London to take an advanced
leadership course. When he got back, on December 20, 1957, he was given the job of

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acting major general and the title of general officer in charge of the 26th infantry
regiment (GOC). On March 1, 1959, Maineksho was given the honorable title of
Major General.

AS A GAME CHANGER

13. After the West Pakistani government turned down East Pakistan's request for
more freedom, a separatist movement began. In March, the Pakistani military hit back
at the separatist movement with violence. During the action, thousands of East
Pakistanis were killed, and millions more had to flee to India. When India had the
chance to beat its rival, it chose to support the creation of a new Bangladesh, even
though it knew that the issue of refugees was putting a strain on the economy. The war
between India and Pakistan in 1971 was about to start.

14. In April, Sam Manekshaw was asked by Prime Minister Indira Gandhi to find
out how ready the Indian Army was. He said that most of its infantry and armored
troops were stationed somewhere else and that it would take time to move them near
the border in East Pakistan. The mountain routes through the Himalayas are still open,
which could lead China to get involved and make things harder for India. Sam
Manescu was sure that he could win the battle if he fought it his way.

15. May, the prime minister, agreed. Sam Manskaw came up with a plan that
included all three parts of the Indian Army and the Mukti Bahini, a group of 75,000
guerrilla fighters who fought for East Pakistan's freedom. These guerrillas caused a lot
of trouble for the Pakistani Army by cutting off supply routes, interfering with
communications, and giving the Indian Army important information.

16. Sam Manekshaw was in charge of the Indian Army when a combined arms
strategy was used to defeat Pakistani resistance in the eastern theater of the war. The
Indian Army also successfully surrounded Dhaka, seizing all strategically important
areas to stop any help from reaching it from the west. On December 9, 1971, Sam
Manekshaw asked Pakistani soldiers to give up without conditions. He promised to
treat them well and protect the people of East Pakistan from retaliation.

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17. Sam Manekshaw said the same thing again on December 11 and 15. After the
UN Security Council meeting ended without any action being taken, the head of the
Pakistani army realized that there wasn't much hope for long-term resistance. At 10
a.m. on December 16, he agreed to Sam Manekshae's offer to give up. Started for real
at nine. With this move, the war was officially over, and Bangladesh became a new
country. After the war, Indira Gandhi decided to make Manekshaw a Field Marshal
and try to make him the first Chief of Defense Staff. But bureaucratic problems
stopped him from becoming Chief of Defense Staff and stopped the position from
being made.

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CHAPTER THREE

ANALYSIS ON LEADERSHIP CORE VALUES

18. Values-based leadership provides a guide for implementing successful

leadership at all levels and for enhancing everyone's "lived experience." Finally, the
operational effectiveness of the Army is supported by values-based leadership. Hence,
this chapter of study will be examining the Core Values of leadership of Field Marshal
Sam Manekshaw in order to draw pertinenat lessons learnt at next Chapter.

VALUE BASED LEADERSHIP

19. Courage. A leader in the Army must have courage. Depending on the
situation, they may need physical courage, moral courage, or both. Leaders must use
good judgment based on the situation they are in. This is one of the most important
skills that all leaders must have

20. Moral Courage. Moral courage is about making hard choices and "doing
the right thing." Respect is earned through moral courage, which is often shown in
everyday situations. The more you do it, the more it feels natural and instinctive. By
using it in peacetime, a leader sets an example for how to handle operational
challenges and set and keep high standards.

21. At the end of April 1971, Prime Minister Indira Gandhi and her cabinet wanted
the army to attack Pakistan right away. Field Marshal Manekshaw denied starting the
war in front of the cabinet. He said that the government had reacted quickly and that
the proposal from the cabinet was completely wrong. A very serious prime minister
fired the cabinet but asked Sam to stay. Soldiers are supposed to follow orders, but as
a senior officer, Field Marshal Manekshaw had a moral obligation to stand up to
politicians when they give orders that are bad ideas or impossible to carry out without
putting the lives of the men they command in danger.

22. Physical Courage. In dangerous and stressful situations, physical

courage is needed to get past personal fears and mental blocks to action. Physical

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courage can be contagious, and leaders who show it and lead by example can calm and
strengthen those they lead. But leaders should also be aware that each person's ability
to show physical courage is likely to be different and change depending on what's
going on.

23. When the British Army went to war with Burma in 1942, Captain Sam
Manekshaw and his troops fought very hard to protect the bridge over the Sittaung
River. A Japanese soldier shot Sam nine times in the chest and stomach. Nobody
thought he'd make it. Sam Manekshaw was badly hurt, so his English commander took
off his own Military Cross and put it on him. He was taken to a hospital 36 hours after
he was hurt, but he was only half awake. Even though he is hurt, Captain Sam
Manekshaw still climbs the ladder to become Field Marshal Sam Manekshaw.

24. Discipline. Discipline is one of the things that set a professional army
apart, and it is also a key part of keeping legitimacy and operational effectiveness. It
makes sure that everyone in the Army follows the rules and regulations. Army leaders
must make sure that discipline is followed at all levels and is always done in a fair and
timely way. Self-discipline is the most effective form of discipline, which means that
people accept themselves and hold themselves to high standards. Leaders have a big
part to play in encouraging self-discipline by setting a good example.

25. b. Field Marshal Sam Manekshaw planned for the war with East Pakistan
to start in December 1971, and it did. Field Marshal Sam Manekshaw had this
message for all his soldiers who were about to go to war. "The job of a soldier is to
fight and win battles, not to rob and rape people. When you go to Pakistan, you should
treat the women like your mothers and sisters. Anyone who doesn't follow orders will
be put on trial. "I am in charge of soldiers, not crooks." Field Marshal Sam
Manekshaw's words had a big effect on the men who were getting ready for battle.
These words show how disciplined he was and what he expected from a soldier.

26. Respect for others. Everyone in the Army is expected to treat others
the way they would want to be treated themselves. This is a basic rule that everyone
should follow. When leaders look outward, they must make sure that everyone they
meet, friend or foe, is treated fairly, with dignity, and with respect. This is important to

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keep trust and legitimacy. Respect for others is the core of an inclusive culture that
welcomes diversity in all its forms and sees the value and strengths in each person

27. 27. b. Sam Manekshaw's first priority when he took over the 26
Infantry Division was to speed up the building of married quarters for soldiers. This
shows how much he cared about the soldiers. When the project started, Defense
Minister Krishna Menon gave orders for soldiers to be used as construction workers.
Sam Mankeshaw said no. He said that soldiers in his division would train to fight the
enemy, not work for cheap. The Military Engineering Service has always been used
for this, and it should keep on doing so.

28. Integrity. Integrity is more than just being honest and truthful. It also
means that a leader must embody the Army's values and stay true to them. Leaders
will be respected for the decisions they make if they act with integrity. They will also
earn the confidence, trust, and loyalty of the people they lead.

29. b. After the famous conversation between Sam Manekshaw and Prime
Minister Indira Gandhi about a strike on Pakistan and Sam Manekshaw's refusal to go
along with it, PM Gandhi asked Sam Manekshaw, "Is everything you told me true?"
Sam Manekshaw said, "Yes, it is my job to tell you the truth."

30. c. As another example, Field Marshal Sam Manekshaw went to Eastern

Command in Calcutta after the war to praise the officers' work. Sam was picked up at
the Calcutta airport in a Mercedes Benz that had been stolen from East Pakistan (now
Bangladesh) and had four stars and his flag on it. He walked right by it, got into an
ordinary Indian Ambassador car, and told the driver to take him to his destination
without his star plate or flag. This happened again to show that he was a good soldier
and leader who told his people not to steal anything from the enemy.

31. Loyalty. Loyalty is a promise to stick with the institution, group, team,
and each other. It can't be asked for, only earned. All Army ranks are tied together by
loyalty, which makes teams that can do much more than the sum of their parts.
Leaders must be loyal themselves and inspire loyalty in their teams, but also up and
down the chain of command and among their peers. Disloyalty, like undermining a

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senior leader or not speaking up for subordinates in the right way, hurts teamwork and
effectiveness.

32. b. The following event shows how loyal Field Marshal Sam Manekshaw
was to his organization and his bosses. When Field Marshal Sam Manekshaw was the
Major General of the 26 Infantry Division, Defence Minister Krishna Menon was on
an official visit to the 26 Infantry Division and asked Field Marshal Sam Manekshaw
what he thought of Gen. Thimayya, the army chief. Field Marshal Sam Manekshaw
replied, "Mr. Minister, I'm not allowed to think about him." He's my boss. You will
find out what my brigadiers and colonels think of me tomorrow. It's the best way to
break up the army's order. Don't ever do it again

33. Selfless Commitment. Selfless commitment means having a lifelong

duty to serve, both in and out of the barracks, on and off duty, and putting the mission
and other people ahead of oneself. It is the main idea behind "serve to lead." In the
worst cases, an Army leader may have to die for the country, just like any other
soldier. Every day, leaders have to put others' safety, security, well-being, and needs
ahead of their own. Selflessness earns respect and inspires others to act in the same
way. It helps people work as a team and makes them loyal, so it is an important trait
for a leader to have. It's an honor to lead British soldiers, and there's no room for
people who only care about themselves.

34 b. Field Marshal Sam Manekshaw thought that the failure was caused by
low morale and a lack of direction from above, both from Delhi and from the Army
and Corps Commanders. Field Marshal Sam Manekshaw once said, "Gentlemen, there
will be no more withdrawals without written orders, and I will make sure that these
orders are never written." He knew that moving back to the positions they had lost was
the only way to quickly restore confidence.

35. c. Sam Manekshaw went to Jorhat when he was in charge of Eastern

Command. When he went to the hospital, he saw a soldier who had been hit in the
stomach by a bullet. He was hurting and wailing. When Field Marshal Sam
Manekshaw asked the soldier how many bullets he had, he said, "One." Field Marshal
Sam Manekshaw took off his shirt and showed the scar that went all the way down his

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abdomen. He then asked, "How many do you think I've got?" Field Marshal Sam
Manekshaw tucked his shirt in and moved on as the soldier smiled sheepishly and
stopped whining.

STANDARDS

36. Acceptable Behaviour. As Sam Manekshaw refused to travel by

Pakisthan captured vehicle he demonstrated the acceptable behaviour of a leader who
showed up using of opposite’s vehicle may tarnish the image and beside it is ethically
wrong behavuir. Further as refused to strike against Pakisthan on the command of
Prime Minsiter also demonstrated a acceptable behaviour of leader where Prime
Minister also accepted beside his disobeying to her orders.

37. Professional. As Sam Manekshaw ladder up higher as to Field

Marshal which any military officer in army could go climb. It shows that, his
leadership qualities took him up till Field Marshal. Further, his well renown lecture at
IMA cleary evidence his professionalism on his job. Further, he was asked by several
political parties again ana again for politics. Though he politely refused that saying he
himself not suit for politics by identifying his professional capacities.

ENDURING CHARACTERISTICS

38. The Example. Incidents like Refuisng Pakisthan Car for travel,
Constructing soldiers’ accomadation without prior approval behald soldiers’ benefits,
Denying critic on his superiors infront of defence minister clearly shows that Field
Marshal Manekshaw was man of word and a inpirional character who worked with
example to superiors, peers and subordinates.

39. Responsible. The best example to demonstrate Sam’s responsibility is

denying attck to Pakisthan on the orders of Prime Minister. He clearly convinced PM
India that it was not time to strike against Pakistan and it would cost his soldiers. He
took that responsibility behalf his soldier denyin his superios orders.

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40. Intellectual. Being sixth of IMA entrance examination, during his stay
at IMA and went on to achieve a number of firsts: the first graduate to join one of the
Gorkha regiments; first to serve as the Chief of the Army Staff of India; and first to
attain the rank of field marshal Of the 40 cadets inducted, only 22 completed the
course all shows that his intellectual capacity and specially, his speeches at several
collegues, intitutes are showing his communication skill hand in hand his knowledge.

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CHAPTER FOUR

LESSONS LEARNT

41. Military leaders are trained as nimble strategists, and values-based leaders, and
have always valued diversity as a key to building effective organizations. Hence,
learning lessons learned from Sam Manekshaw are as follows:

a. Be transparent and consistent about your core principles and

values. Field Marshal Sam always being a commander was very
transparent and consistent in his action. As an example, he did not use enemy
captured resources

b. Know yourself and stand with courage. Field Marshal Sam knew
that with his knowledge and experiences, it was not the time to on slught
Pakishan and he stand with his opinion before his superiors.

c. Be clear about what outcomes are needed and when. Mankeshaw

one concstructed accomadations for troops with prior permission from higher
head quaretr as GeneralOfficer Commanding. He knew that late of all
procuderes to make a building for his men would affect their morale.Thus he
got incitiatives and build accomadation for his men.

d. Leaders led with empathy. Specially he denied strike to

Pakistan behald his men and he knew that fighting at the time would cost more
lives of his men. With that empathy his disobeyed to superiors.

e. Leaders are connectors. At his example with the minister of

defence, he denied to speak about his superiors and he asked the minister to not
do that again as well. This instance demonstrated that, leaders are bridges
between subordinated and Superiors.

a. Leadership is focusing not just on results, but how you get those
results. Sam knew always how to motivate people and how to convey

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them. Without planning at AC rooms he moved to the battle inpected

personally. Best example we can bought here is Sam asking a wounded soldier
why you are not going to battle while I am having casualty than you , showing
his wound.

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CHAPTER FOUR

CONCLUSION

30. In conclusion, Field Marshal S.H.F.J. Manekshaw, led the Indian Army to a
momentous and unheard-of victory in the 1971 conflict with East Pakistan, which
resulted in the foundation of modern-day Bangladesh. He was the first Indian Army
General to achieve the position of Field Marshal. In 1972, the Indian President
presented Manekshaw with the Padma Vibhushan in recognition of his contributions to
the country. After a nearly four-decade career, Manekshaw left active duty on 15
January 1973. He and his wife Siloo made their home in Coonoor, a suburban
community close to Wellington Cantonment, where he had previously held the
position as Commandant of the Defense Services Staff College. Manekshaw, who was
well-liked by the Gurkha troops in Nepal, was given the honorary rank of general in
the Nepal Army in 1972. He received the Order of Tri Shakti Patta First Class, a
knighthood from the Kingdom of Nepal, in 1977 from King Birendra.

31. Successful commanders develop their own leadership philosophies, inspiring

their soldiers and maximizing their staff members in unique ways. Sam Manekshaw
had a unique way of instilling his personality in others and giving orders. His colorful,
kind manner was marked by a strong loyalty to both bosses and subordinates. He was
a firm believer in inspiring the troops to carry out the most challenging duties while
preserving theiwell-beingng as his first priority. When Maneksho was among his
soldiers, he was never happier since he had such a strong influence over them and their
loyalty elevated him to a higher plane. He had no qualms about breaking military
etiquette to speak to unit commanders or the soldier on the ground since his
intelligence and communication routes had allowed him to get insight into tactical
circumstances. He was a firm believer that all effective military operations were the
result of resolute, cautious, and meticulous preparation. In times of calm, planning and
training were of utmost importance. This disagreement and criticism helped Field
Marshal Manekshaw make adjustments to the plans. Maneksho surrounded himself
with guys of both character and skill in accordance with these values.

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LIST OF REFERENCES

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