Introduction

In general, before anything else, let us momentarily focus our attention on the
primary objectives of leadership, its definitions and implications and some of its
significant aspects that each and everyone should know and understand. Only then,
that we could have a fuller view and enough knowledge that leadership plays an
important role in the operations of the Armed Services as well as in our civilian life.

Military Leadership is an art as such, it is not inherent. Although there are some
individuals who are “born leaders of men,” good leadership is basically a learned skill. It
is acquired mainly by observation, experience and. A highly motivated soldier can
develop his leadership faculties if given the right training and if he tries hard enough.

Leadership Training in the military is based upon the development of the

individual’s traits and personality and upon the understanding and application of sound
leadership principles and techniques. True to the maxim that “good leadership is
developed not by learning but by leading,” the art of leadership is perfected only by
constant application and practice.

Definition of Terms:

MILITARY LEADERSHIP is the art of influencing and directing men

in such a way as to observe their respect,
obedience and confidence and loyal
cooperation in order to accomplish the
mission

LEADER a person who influence others

Three Types of a Leader

a. Authoritarian or Autocratic Leader – one who depends on so much of the use of

the power bested upon him by virtue of his rank and assignment and uses fear

and punishment so as to achieve his ends. (No Human Consideration)

b. Persuasive Leader – one who builds his leadership based upon understanding

and care of his men. (Results through the willing and cheerful cooperation of his

men)

c. Laizzez Faire – is the less effective leader in terms of results, he is usually or

normally associated with the “bahala na” or hands off group of individuals.

Authority – the right given to the Commander by virtue of his rank and assignment, to

issue orders and to take all actions necessary to accomplish the mission.

Orders – are a communication either oral or written, which conveys instruction from a

commander to a subordinate.

Two Classes of Orders

a. Routine Orders – includes General Orders (GO), Special Orders (SO), Court

Martial Orders, Bulletins and Circulars.

b. Combat Orders – pertains to operations and administration in the field.

Command – is the authority of a member of the Armed Forces lawfully exerts over

subordinates by virtue of his rank and assignment.

Morale – is the mental attitude of an individual soldier towards military life and

everything associated with it.

Esprit de Corps – is the state that represents a common pride in and support of an

organization.

FACTORS OF LEADERSHIP OR TRAITS OF A GOOD LEADER

- A study of the lives and careers of successful Commanders, reveals that

many of the following personal traits or qualities are common in all of them.

1. Bearing – Professional and Cultural qualities

a. Appearance and conduct have an important influence on your men.

b. Manner and Language are part of bearing

c. Sarcasm and irony seldom bring good results. Sarcasm soon creates a

general resentment because men feel their leader is taking advantage

of his position.

d. A leader should be dignified. Dignity implies a state of being worthy or

honorable.

2. Courage – Mental and Physical control of fear

a. It is a mental quality that recognizes fear, yet enables a man to meet

danger of opposition with calmness and firmness.

b. It is a quality of mind that gives a man control over him, enabling him to

accept responsibility and to act in a dangerous situation.

3. Decisiveness – Ability to reach sound decisions

a. The ability to reach sound decisions promptly and to announce them

forcefully, concisely and clearly, is the mark of a leader.

 b. Every situation offers a variety of solution. The wise leader gets all the

facts, weighs one against the other and calmly and quickly arrives at a

sound decision.

4. Dependability – Performance of Duty

a. The dependable leader is one who can be relied upon to carry out

actively, intelligently and with willing effort the intent of his commander

to the best of his ability.

b. A military on duty is an obligation to be performed. Thus a high sense

of duty results in a high standard of performance, a constant and

continuous effort to give the best a leader has in him.

5. Endurance – Physical and Mental Quality

a. Endurance is akin to encourage in that it involves withstanding physical

and mental strain. A man has endurance when he can stand pain,

fatigue, distress and hardship, without giving in.

6. Enthusiasm – Intense zeal, cheerful and optimistic attitude

a. Enthusiasm means you show great interest in the task at hand. It

implies that you approach your work with cheerful and optimistic

attitude, determined to do a good job.

7. Initiative – Ability to originate and carry thru and action.

 a. Seeing what has to be done and doing it even in the absence of

orders.

b. The ability to deal with a situation in the absence of normal means and

methods.

8. Integrity – Unquestionable honesty and moral character

a. The uprightness of character and soundness of moral principles, the

quality of absolute truthfulness and honesty.

b. The nature of military profession cannot allow for slightest deviation

from the highest standard of personal integrity

9. Judgment – Ability to make correct decision

a. Judgment is the power of mind to weigh facts and possible solution on

which to base sound decision.

10. Justice – Giving every man his due

a. Justice implies the rendering of rewards and the necessary

punishment in accordance with the merit of the case.

b. Justice must be impersonal and absolutely impartial. Anger and other

emotions must not enter the situation.

11. Knowledge – Professional and Cultural upbringing

a. Nothing attracts confidence and respect more than the demonstration

of knowledge both of your job and your men.

12. Loyalty – the quality of faithfulness to country, to the organization and to

subordinates
 a. This quality alone can do much to earn for you the confidence and

respect of your associates both senior and subordinates.

b. You must be quick to defend your subordinates from abuse.

13. Tact – Ability to handle human relations

a. The ability of deal with men without causing friction or offense. It is an

understanding of human nature and consideration for the feelings of

others.

b. Criticism has to be made in such a way that what is meant will be

clearly apparent, yet will neither cause discouragement nor detract

from the drive and energy of subordinates.

c. An important part of tact is courtesy which you cannot afford to neglect

in your relations with subordinates.

14. Unselfishness – A quality of dealing fairly/

a. One who does not take advantage of a situation for personal pleasure,

gain or safety at the expense of the unit

 The Commander will be assisted in giving the respect, confidence, obedience

and loyal cooperation of his subordinates if he complies constantly with this guide.

Leadership Techniques – a leadership technique is simply the action you take

as an individual to solve a leadership problem by solving it in your own way while using

the leadership principles.

a. Consistent with the situation

b. Consistent with the commander’s personality

c. Help him to fulfill his responsibility as a commander in the accomplishment of

a mission

d. Must be guided by the sound leadership principles.

Principles of Leadership

1. KNOW YOUR JOB

To know his job thoroughly, the leader must possess a wide field of

knowledge. He should be tactically able in the field of combat operations

and understand all of the technical aspects of the operations of his

command.

2. KNOW YOURSELF AND SEEK SELF- IMPROVEMENT

It is the duty of every leader to evaluate himself and to recognize

his strengths and weakness. The individual can never become a

successful leader until he knows his own capabilities and limitations and is

in fact the master of himself.

3. KNOW YOUR MEN AND LOOK FOR THEIR WELFARE

 The leader will have a better understanding of how his subordinates

react and function under various conditions when he makes a

consciousness effort to observe them become personally acquainted with

them and recognizes their individual differences.

4. KEEP YOUR MEN INFORMED

All men want to know how well they have done and what further will

be expected of them. The individual who is well-informed as to the

situation and his mission is more effective than the one who is not.

5. SET THE EXAMPLE

Men instinctively look up to their leader for examples for which they

may follow or which they may follow or which they may use as an excuse

for their own shortcomings. The military leader is and individual whose

appearance and conduct evoke from his subordinates praise, pride and

desire to emulate him.

6. ENSURE THAT THE TASK IS UNDERSTOOD, SUPERVISED AND

ACCOMPLISHED

The leader must give clear and concise orders that cannot be

misunderstood. He must supervise to make sure that the order is properly

executed. Any commander of a unit who fails to make proper and

adequate use of his subordinates, demonstrates a fundamental weakness

in leadership ability.

7. TRAIN YOUR MEN AS ATEAM

 The duty of every leader includes the development of teamwork

through training of his command. Teamwork is the key to successful

operations and to foster the desired degree of unit proficiency.

8. MAKE SOUND AND TIMELY DECISIONS

The ability to make rapid estimate of the situation and arrive at a

sound decision is essential to a leader.

9. SEEK RESPONSIBILITY AND DEVELOP A SENSE OF RESPONSIBILITY

AMONG SUBORDINATES

The leader should encourage initiative in his subordinates; he holds

them strictly responsible for the results rather for methods of

accomplishment. Proper delegation accompanied by proper supervision

encourages trust, faith and confidence.

10. EMPLOY YOUR COMMAND IN ACCORDANCE WITH ITS CAPABILITIES

The leader must use sound judgment in the employment of his unit.

He must have a thorough knowledge of the capabilities and limitations of

his command if he is to employ it properly.

11. TAKE RESPONSIBILITY FOR YOUR ACTIONS REGARDLESS OF THEIR

OUTCOME

The leader must accept responsibilities for what his unit does and

fails to do. The leader must seize initiative in the absence of orders. By

seeking responsibility the leader develops himself professionally and

increases his ability.

Primary Functions of a Leader

 a. Receiver Order – analyze order and learn what is wanted

b. Make an estimate – consider all courses of action and decision as to the best

course of action to follow in carrying out your orders.

c. Formulate a plan

d. Issue Orders

e. Supervise

Techniques of Supervision

a. Avoid a hostile or suspicious attitude

b. Be friendly, impersonal, helpful and businesslike.

c. Point out errors – make constructive moments

d. Make corrections on the spot

e. Analyze situation for source of errors

f. Avoid heckling

Roles of a Leader
 1. A leader as a model soldier.

2. A leader as an instructor

3. A leader as a commander and supervisor

4. A leader as a custodian of men’s welfare

Your subordinates have problems both personal and family problems. It is the

prime duty of a leader to look into these problems. The subordinates look upon their

leaders as their father or elder brother.

5. A leader as Personal Manager

6. A leader as a Counselor

a. Is one who has the technique of assisting an individual and arriving at a

sound and workable solution of his problem

b. Purposes of Counseling

1. To develop the ability of each individual to take care of himself.

2. To make the soldier more or less independent in solving his

problems.

c. Two Methods of counseling

1. Client centered method (indirective)

2. Counselor center method (directive)

The most effective is the combination of the two methods.

In connection with counseling, apply the following factors which a commander uses to

control fear:
 1. Belief in war aims

2. The leader’s presence

3. Loyalty and pride to our outfit

4. Discipline lessens fear

5. Keep busy

6. Presence of companions reduces fear

7. Roll call

8. Knowledge of the situation

9. Control of action

10. Knowledge of statistics

11. Religion

12. Humor relieves fear

Chain of Command

Every commander has the authority to give orders and take action to fulfill his

responsibilities. However, he cannot personally conduct and direct the actions of all the

men in his unit. To assist him, subordinate commanders are placed in the line of

authority running from the commander to the men of the unit.