Leadership
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The US Army spends considerable time and resources on developing leadership skills in its officers and noncommissioned officers. Much time and energy have been spent over the decades discussing and debating what constitutes good, sound military leadership. The 1993 US Army Field Manual 100-5, Operations, defines leadership as “the most essential dynamic of combat power.” Leaders “inspire soldiers with the will to win. They provide purpose, direction and motivation in combat.”
This section captures the essence of leadership from the writings of Army chiefs of staff—past and present—espousing those qualities they believe leaders should possess. Several additional authors express their leadership concerns about specific periods in our Army’s history, giving cautionary advice about the general post-Vietnam Army climate; suggestions how successful leadership can enhance healthy organizational climates; how battle command—an aspect of leadership— can most effectively use technology; and, last but not least, an article offering leadership tips for junior officers entering the force to fight in World War II. This 54-year old article illustrates that the elements which constitute sound leadership really have not changed over time. As General Omar N. Bradley so succinctly stated, “Leadership is intangible; therefore, no weapon system ever developed can replace it.”
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