What Army Leadership Consists Of: A Field Manual

Army Leadership

THE STUFF IT IS MADE OF

A Sacred Agreement and Commitment

Entering the Army is a big and serious decision, which begins with an oath. When Army leaders, soldiers and civilians take the oath, they bind themselves to a sacred agreement and commitment to the country and their subordinates (Schoomaker, 2006). As history witnesses, these men and women of the Army demonstrated exceptional courage, sacrifice and patriotism in numerous battlefields, all the way from the Revolutionary War to the contemporary War on Terrorism. This display of extraordinary capabilities can as well be seen in their orderly rooms, offices, motor pools and training areas not only within national boundaries but throughout the world where they are found. They exemplify the same capabilities and characteristics despite difficulties, wants and risks in the execution of their tasks and expectations. For their heroism, they deserve nothing less than a capable, professional, and upright leader. They expect him to treat them as valuable members of the organization who embody its ideals and to fulfill the very meaning of leadership. This is what this field manual endeavors to inculcate and immortalize (Schoomaker).

This Field Manual blends the lessons learned from the past and the prospects of the future as inspiration in developing competent Army leaders (Schoomaker, 2006). Past experiences and future hopes view the Army leader as possessing a strong intellect, a sturdy physical presence, proven professional competence, genuine and high moral character and everything else that makes him a true role model to subordinates. He performs capably, willingly and decisively according to the intention and instruction of superiors and in the promotion of the organization's best interest. He is completely aware of, and guided by, the mutual trust and confidence, which pervade the organization, in pursuing and accomplishing his missions, whether at war or in peace time (Schoomaker).

There are many other leaders like himself within the organization (Schoomaker, 2006). Everyone in the organization is an indispensable element in the chain of command, whether as a leader or as a subordinate. A good subordinate is a potentially good leader. Both soldiers and civilians at any time are to behave and think as leaders and followers at the same time. In their experience, they are aware that leaders are not always designated. A situation may call for one of them to assume the position of leader without the need for prompting. It is, therefore, imperative that they understand that leaders do not always lead followers. Leaders also lead -- and follow -- other leaders at different times when occasion calls for it (Schoomaker)