General Leadership traits are personal qualities which, if shown in your daily activities, help you earn your men's respect, confidence, willing obedience, and loyal cooperation. By sizing up your own strong and weak points, you can develop the leadership traits in which you are weak and further strengthen those in which you are strong. The attitudes of the men toward a commander are determined by whether their needs are satisfied by the leader's personal traits. For this reason, the traits of a commander directly affect the behavior of his men.
Essential Traits
a. A study of the lives and careers of successful commanders reveals that many of the following personal traits or qualities are common to all of them:
(1) Integrity
(2) Knowledge
(3) Courage (physical and moral)
(4) Decisiveness
(5) Dependability
(6) Initiative
(7) Tact
(8) Justice
(9) Enthusiasm
(10) Bearing
(11) Endurance
(12) Unselfishness
(13) Loyalty
(14) Judgment
b. This list is by no means all-inclusive, but it is representative of those desirable traits in a military leader. The following sections below will describe each of these traits and give suggestions that will help you develop them.
Integrity
a. Integrity, the uprightness of character and soundness of moral principle, the quality of absolute truthfulness and honesty, is an indispensable trait in a leader.
b. On the Armed Forces Team the stakes are too high to place the lives of its members in the hands of men with questionable integrity. For example, battle information is necessary for those responsible for making decisions in combat. In the flow of reports from the smallest unit to the highest headquarters, a departure from strict truth by any individual can imperil the entire operation. Unless a man can be relied upon for absolute truthfulness and honesty, he cannot be relied upon at all. There is no possible compromise. The nature of the military profession does not permit the slightest deviation from the highest standards of personal integrity.
c. To develop your personal integrity-
(1) Practice absolute honesty and truthfulness with yourself at all times.
(2) Be accurate and truthful in all your statements, both official and unofficial.
(3) Stand for what you believe to be right.
(4) Whenever you are tempted to compromise, place honesty, sense of duty, and moral principles above all else.
Knowledge
a. Nothing attracts confidence and respect more quickly than demonstrated knowledge-acquired information, including professional knowledge and an understanding of your subordinates. The man who knows his job builds confidence in himself as well as in others. Lack of knowledge cannot be concealed; you cannot bluff your men. If you do not know the answer to a particular question, admit it; then take steps to get the information.
b. Your knowledge should not be limited to military subjects. A general fund of information, particularly on national and international events, will make you a more rounded personality.
c. To increase your knowledge-
(1) Keep a military file and a small library.
(2) Study field manuals and other military literature such as regulations, training directives, battle operations, and past military campaigns.
(3) Read the service periodicals and books on the Department of the Army reading list.
(4) Read the daily newspapers and weekly magazines; try to evaluate current news impartially and correctly.
(5) Form the habit of developing serious conversations on military subjects.
(6) Evaluate your experience and the experience of others.
(7) Be alert; listen; observe; conduct research on matters you do not understand.
Courage (Physical and Moral)
a. Courage is a mental quality that recognizes fear of danger or criticism but enables a man to proceed in the face of it with calmness and firmness. It is a quality of mind that gives a man control over himself, enabling him to accept responsibility and to act in a dangerous situation. It is vital to leadership.
b. The leader must have moral as well as physical courage. Moral courage means knowing and standing for what is right in the face of popular disfavor. A leader who has moral courage will admit his errors but will enforce his decisions when sure he is correct.
c. To help yourself attain and demonstrate courage-
(1) Study and understand your emotion of fear.
(2) Control your fear by developing self-discipline and calmness.
(3) Speak in a calm tone; keep orderliness in your thought process; don't exaggerate physical danger or adversity in your own mind.
(4) If you fear doing certain things in your daily life, force yourself to do these things until you conquer them.
(5) Stand for what is right in the face of popular condemnation.
(6) Look for and readily accept responsibilities.
(7) Accept the blame when you are at fault.
Decisiveness
a. The leader should have the ability to reach decisions promptly and to announce them in a clear, forceful manner.
b. Every situation offers a variety of solutions. The wise leader gets all the facts, weighs one against the other, and calmly and quickly arrives at a sound decision. Decisiveness is largely a matter of practice and experience.
c. To develop decisiveness-
(1) Learn to be positive in your actions. Don't delay; don't "beat around the bush."
(2) Get the facts, make up your mind, and then issue your order with confidence.
(3) Check decisions you have made to determine if they were sound and timely.
(4) Check decisions made by others. If you do not agree, think why; then determine if your reasons for disagreement are sound.
(5) Broaden your viewpoint by studying the actions of others.
(6) Take advantage of the experience of others to learn from their mistakes.
Dependability
a. Dependability, the certainty of proper performance of duty, is a quality the leader must develop.
b. The dependable leader is one who can be relied upon to carry out actively, intelligently, and with willing effort the intent of his commander. This willing and voluntary compliance with the plans and will of the superior does not mean blind and dog-like obedience. Most commanders will listen to the suggestions of their subordinates, but once the commander makes the final decision, the subordinate must give it his complete and energetic support.
c. A military 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. Duty demands the sacrifice of personal interests in favor of military demands, rules and regulations, orders and procedures, and the welfare of subordinates.
d. To develop dependability-
(1) Do not make excuses.
(2) Do every task assigned to you to the best of your ability, regardless of personal beliefs.
(3) Be exact in details.
(4) Form the habit of being punctual.
(5) Follow orders to the letter in spirit and fact.
(6) Give adequate attention to the general welfare of your men.
Initiative
a. Initiative, seeing what has to be done and commencing a course of action, even in the absence of orders, is necessary in all grades. Encourage initiative among your subordinates by giving them duties on a level with their grade and then allowing them to work out the details and finish the job. This does not mean that you can deal out the tasks and then do nothing else. You must know the jobs well enough to supervise properly. Furthermore, you must retain for yourself those functions that are exclusively the commander's. Soldiers unite quickly behind a commander who meets new and unexpected situations with prompt action.
b. Closely allied with initiative is the quality of resourcefulness, the ability to deal with a situation in the absence of normal means or methods. Military supply, organization, and training are designed to meet all normal situations, but they sometimes fail, particularly under combat conditions where the unexpected is normal. Inactivity or passive acceptance of an unsatisfactory situation because of lack of normal means or ways of dealing with it is never justified.
c. To develop initiative-
(1) Stay mentally and physically alert.
(2) Train yourself to recognize tasks that need to be done and do them without having to be told and without hesitation.
(3) Think ahead.
Tact
a. Tact is the ability to deal with others without creating offense. In the field of human relations, tact is the ability to say and do the proper thing at the proper time. It is an understanding of human nature and a consideration for the feelings of others.
b. Tact is particularly important in those contacts with subordinates in which the personal element is involved. Criticism must 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 the subordinate. Every commander needs tact in helping those men who come to him with personal problems. These often involve family relations and other personal matters that are accompanied by embarrassment or shame. Avoid judging such situations; your role is that of counselor only and it calls for common sense in making suggestions. Sometimes the highest degree of tact is simply to listen with sympathetic attention and interest, finding out what the soldier's own solution is. You may confirm his solution or suggest a different one.
c. Courtesy is a part of tact that you cannot afford to neglect in your relations with subordinates. To demand yet fail to return courtesy in full measure indicates either arrogance or a lack of interest. The inexperienced officer or noncommissioned officer often feels that politeness in a military command implies softness; or worse, that from a subordinate it smacks of "bootlicking." Nothing is further from the truth. Courtesy is a matter both of words and actions. One leader may bark out his orders impersonally and abruptly. Another may give his orders in a tone tinged with a courtesy that implies the expectancy of obedience. Either method may get obedience, but the second of the two will get more willing obedience and cooperation. In times of emergency, abrupt rapid-fire orders become desirable because they save time and there is no need to imply expected obedience. There are other times, too, when a forceful tone can well replace a courteous tone; but even then, there is no reason for outright discourtesy. Usually, a calm, courteous, though firm mode of address, will bring the readiest response. Thus, tact and courtesy are closely tied in with manner, language, and bearing.
d. To develop tact-
(1) Be courteous and cheerful.
(2) Be considerate of others.
(3) Study the actions of successful officers who enjoy a reputation for being skilled in human relations.
(4) Study different types of personalities; gain a knowledge of human nature.
(5) Develop the habit of cooperating in spirit as well as in fact.
(6) Check yourself for tolerance; if at fault, correct this deficiency.
(7) Treat others as you desire to be treated.
Justice
a. Justice is the quality of being impartial and consistent in exercising command. Justice involves the rendering of reward and the meting out of punishment in accordance with the merits of the case. Anger and other emotions must not enter into a situation. Prejudice of race or creed must be avoided. Few things will disrupt the morale of an organization more quickly than the unfairness or partiality of a leader toward a certain man or group of men.
b. As a leader you are called upon to render justice in such matters as promotions and punishment. Your decisions are a test of your fairness. It takes a long time to build up a reputation among your men for being fair. One thoughtless error or one injustice can destroy a good reputation that took months to establish.
c. To render justice, you must understand human behavior. Study people with the idea of learning why certain types behave the way they do under certain conditions and others behave differently under the same conditions. Analyze the cases that have been decided and determine what you would have done had you been the one to make the decision. This, of course, is a private process and should never be used as an occasion to criticize the decision of another leader.
d. To develop this trait of justice-
(1) Be impersonal and impartial when imposing punishment.
(2) Consider every offense referred to you on its own merits.
(3) Search your mental attitudes to determine if you hold any prejudices and, if so, rid your mind of them.
(4) Analyze cases acted upon by officers who have a reputation for being just.
(5) Be impartial. Play no favorites.
(6) Be honest with yourself.
(7) Recognize juniors worthy of commendation or award. Don't be known as one who dispenses only punishment.
Enthusiasm
a. Enthusiasm is the display of sincere interest and exuberance in the performance of duties. It implies that you approach your work with a cheerful and optimistic attitude, determined to do a good job. This attitude is necessary because your example will be copied by those you lead.
b. An important part of enthusiasm is your performance of tasks with vigor, because of willingness and gratification in accomplishment, rather than doing them half-heartedly merely because you must do them. Enthusiasm is particularly important in instructing and training, where, through example, your interest and enthusiasm are reflected by your men.
c. To develop enthusiasm-
(1) Understand and believe in your mission.
(2) Be cheerful and optimistic.
(3) Explain to your men the "why" of uninteresting and distasteful jobs.
(4) Capitalize on success. Enthusiasm is contagious and nothing will develop it more than the success of the unit or individual.
(5) Don't get stale. Set aside a period every day to free your mind of official matters and relax.
Bearing
a. Bearing, creating a favorable impression in carriage, appearance, and personal conduct at all times, deserves the attention of all leaders. Your carriage should be upright, your general appearance and the condition of your clothing and equipment should establish the standard for the rest of your unit, and you should show life and energy in your actions and movements.
b. By your appearance and manner, you must express competence and confidence, often to a degree beyond what you actually feel. By exercising control over your voice and gestures, you can exert a firm and steadying influence, especially in combat. All good leaders know that their apparent confidence in themselves, in their troops, and in the situation is reflected in their men. Few things can better maintain the morale of troops than the realization that their leader, with full knowledge of the difficulties of a situation, neither looks nor acts worried as perhaps he has a right to do. Too much severity, austerity, and strictness of manner balk the sympathy and confidence you must have from your men. Frequent irritation and uncontrolled displays of temper indicate that you do not have even yourself in hand.
c. Language is another of the outward marks by which you will be judged and through which you have an ever present influence on your men. Speak plainly and simply. Make your sentences short, simple, positive, and direct. If you must use terms that may not be clearly understood, explain their meaning. At the same time, avoid talking down to your men. d. Immoderate language almost always produces unfavorable results both in the individual and in the unit. To use profane or obscene language and to permit its use by subordinate leaders, especially in giving orders, is to risk friction, resentment, quarreling, and even insubordination. Men resent being sworn at by their superiors. They feel, and rightly so, that the superior has taken unfair advantage of his authority. The same applies to any immoderate language. A "bawling out" is commonly presented as a personal attack. It is, in fact, more often an expression of anger than a proper correction. The more or less impersonal point at issue is lost, and the matter becomes a mental clash between individuals. Likewise, the use of immoderate language, or of any language, in wholesale criticism and condemnation of a group should be particularly avoided. It is not likely that you will ever have a unit that will deserve a wholesale reprimand. Nothing creates resentment so readily in a subordinate as to be included unfairly with others who may deserve disciplinary action. This is true not only of your language but of all general punishments. If violent language ever has any basis for use, reserve it for an extreme emergency on the battlefield. A tongue-lashing at that time may have a stimulating and steadying effect, but it is lost if such speech is habitual.
e. Sarcasm and irony seldom bring good results. Many men do not understand sarcasm and irony and are never quite sure what their leader means. Even a bantering tone should not be used often. This does not mean that a joke can never be used, but too much wisecracking by the leader inevitably results in wisecrack replies from his troops. The American soldier is too accustomed to this kind of talk to resist cracking back if he thinks he can get away with it. He will have reason to think he can get away with it if he is always on the receiving end of such remarks. At the same time, any wise leader will know that in some circumstances a certain amount of joking is helpful. When there is discouragement in the air or when exhausted troops must be called upon for another effort, a flash of humor helps greatly. It tends to give confidence in times of stress, even in the midst of the confused and strenuous combat. Indeed it is often the American way of implying sympathy and understanding even cooperation in the midst of difficulty.
f. A leader should be dignified. Dignity implies a state of being worthy or honorable. It requires the control of one's actions and emotions. A leader who makes a spectacle of himself through loudness, drink, or lack of emotional control quickly loses the respect of his men.
g. To develop the manner, language, and bearing of a leader-
(1) Require of yourself the highest standards in appearance and conduct.
(2) Know and adhere to regulations concerning dress and conduct.
(3) Avoid use of vulgar speech.
(4) If you drink liquor, drink moderately.
(5) Avoid coarse behavior.
(6) Habitually maintain a dignified demeanor. (7) Avoid making a spectacle of yourself. (8) Know when to be seen, both officially and socially. Anticipate when your presence or absence may embarrass yourself and others.
Endurance
a. Endurance, the mental and physical stamina measured by the ability to stand pain, fatigue, distress, and hardship, is akin to courage. It is one of the most important qualities in determining leadership ability. You must have it if you are to command the proper respect from subordinates. A lack of endurance may be confused with lack of courage and brand the leader who is in poor physical condition as a coward. Endurance implies the ability to stick to a job and see it through.
b. To develop physical and mental stamina-
(1) Avoid nonessential activities that will lower stamina.
(2) Cultivate 'physical training habits that will strengthen your body; learn to stand punishment by undertaking difficult physical tasks.
(3) Test your endurance by frequently subjecting yourself to unusual physical and mental exercises.
(4) Force yourself to continue on occasions when you are tired and your mind is sluggish. (5) Form the habit of finishing every task to the best of your abilities.
Unselfishness
a. The unselfish leader is one who avoids providing for his own comfort and personal advancement at the expense of others. Put the comfort, pleasures, and recreation of subordinates before your own. If the unit is commended for some outstanding work, pass along the credit for the achievement to the subordinates who made it possible. No subordinate can respect a superior who takes the credit for the good work and ideas, and who makes sure that his subordinates get the blame for the unsatisfactory work. To be a true leader, you must share the same dangers, hardships, and discomforts as your men.
b. To become an unselfish leader-
(1) Avoid using your position and rank to enhance your personal gain, safety, or pleasure at the expense of others.
(2) Be considerate of the problems, military or personal, of your men and assist them where appropriate.
(3) Give credit to your subordinates for work well done.
Loyalty
a. This is the quality of faithfulness to the country, the Army, your unit, and to your senior and subordinates. This quality alone can do much to earn for you the confidence and respect of your senior and subordinate associates. Your every action must reflect loyalty to your command. Be careful not to betray the command by discussing its problems outside of your organization.
b. To demonstrate the quality of loyalty-
(1) Be quick to defend your subordinates from abuse.
(2) Never give the slightest hint of disagreement with orders from your senior when relating instructions to subordinates.
(3) Practice doing every task to the best of your ability and wholeheartedly supporting your commander's decisions.
(4) Never discuss the personal problems of your associates with others.
(5) Stand up for your country, your Army, your unit, and your associates when they are unjustly accused.
(6) Never criticize your seniors in the presence of subordinates nor permit such discussions among subordinates.
Judgment
a. Judgment is the quality of weighing facts and possible solutions on which to base sound decisions. Enhance your judgment by being as technically qualified as possible.
b. To improve your judgment-
(1) Practice making estimates of the situation.
(2) Anticipate those situations of the military profession that require decisions, so that you are prepared when the need arises.
(3) Be careful to avoid making rash decisions.
Source: FM 22-100, pg.19-36
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