IndexFundamentals of army leadership: definition and levelsManagement as the second foundation of army leadershipWho are the commanders: leaders or managers?ConclusionThe success or failure of the Operational effectiveness of any unit or group depends on the qualities possessed by its commanders. The interrelationship between different levels of command, leadership styles and management techniques will determine the success or failure of operations. The fundamentals of Army leadership consist of leadership and management. This essay will examine how commanders are both leaders and managers. It will briefly describe some vital aspects that commanders need to focus on to build the esprit de corps of the unit or subordinates. It will provide examples of relevant management and leadership qualities demonstrated by military commanders on the battlefield. We will conclude by outlining some key focal points to help build a commander's leadership and management styles. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Fundamentals of Military Leadership: Definition and Levels Leadership is the art of influencing and directing people to voluntarily achieve the team or organization's goal. Implicit in this definition is the indefinable nature of leadership, which has a lot to do with the character of the leader. Leadership focuses on aligning subordinates with the commander's vision. This is achieved through clear and concise communication by disseminating information to all levels to ensure the commander's vision is well understood. This is further strengthened by the commander's ability to motivate and inspire his subordinates. Leadership creates a commanding presence in an individual through moral authority. Moral authority is a function of individual character-based integrity and is conferred by team members; not necessarily their superiors. Soldiers tend to display a sense of urgency while under supervision, however, some laxity occurs when a Soldier's superior does not directly manage the completion of tasks. The performance of individual team members lies in the interpersonal skills a commander possesses. The Army Leadership Model (ALM) provides a conceptual framework for effective leadership practice and exceptional teamwork.5 There are three levels at which leadership is practiced in the Army. These levels include the following: individual, team, organizational structure. The individual level of leadership concerns the development of personal character and skills and involves an ongoing process that includes the implementation of leadership.6 In simple terms, this level of leadership can be expressed through the concept of commander development through knowledge and action. This level of leadership emphasizes that it is critical for a commander to possess the capacity for self-reflection; live by military values ​​both on and off duty and instill these values ​​in subordinate commanders through personal example. The team level of leadership is focused on the direct relationship between leaders and subordinates. It involves the leader, the team and the context, fixated on an enduring need for results. In this component, the leader sets direction, builds and manages the team. Team building is achieved by using an appropriate balance of power and participation to encourage commitment from subordinate members. The organizational level of leadership is about controlling and influencing the broader team, using staff andsubordinate leaders, through a series of varied and complex events. Effectiveness at this level requires that leaders take every opportunity to meet with junior ranks to learn firsthand about the issues that concern them. Organizational leaders must create the desired leadership culture and environment. For example, the conduct of battalion activities promotes inter-competitions within the unit. These competitions guide the achievement of esprit de corps within the companies and platoons that the Soldiers represent. Management as the Second Foundation of Army Leadership The process of planning, organizing, directing, and controlling organizational resources in pursuit of organizational objectives. To understand and apply current management practices effectively, it is helpful to understand the evolution of management theory and how the development of various approaches has contributed to contemporary techniques. Regardless of rank, the success of any squad depends on the effective management of its commander. Proper management allows the commander to better use the assigned resources. In the military context, resources most often refers to people (hence the term human resources). Planning involves defining goals and methods for achieving them. Planning includes developing objectives and supporting tasks, determining timeframes for their completion, specifying performance measures, and identifying people responsible for ensuring that plans are implemented. This is where commanders have the opportunity to outline a short- and long-term goal for the team with timeframes to accomplish them. Upon achieving these objectives, commanders must recognize the effects attributed by team members. This gives subordinates a sense of pride and further strengthens esprit de corps. Directing is the function of management which is also defined as motivating or leading. Leading is the function that involves influencing the team to achieve objectives. It involves communicating the vision, providing direction and working directly with people. Leadership depends on managers having an effective leadership style if they wish to engage subordinates on a more personal level. This feature involves adjusting tasks and monitoring performance to ensure that actual performance meets the desired outcome. It includes setting performance standards and taking corrective action in case of deviation from requirements. A fundamental element of the management process that is often overlooked is the concept of use. Usage is the determining factor that shapes the results of the delivered outputs. Usage varies and the application of different methods, techniques and procedures to identical results will likely provide different results. These results may be expected or unexpected. This is not necessarily a disadvantage; however, the assumption that identical results produce identical results is fallacious. Furthermore, unexpected results can be beneficial, not necessarily unwanted. In the military context, use includes conducting operations, training and applying policy advice. Evaluation of impact and outcomes is therefore necessary to determine the appropriateness, effectiveness, cost-effectiveness and efficiency in delivering the desired outcomes. Who are the commanders: leaders or managers? The author of this essay believes that commanders are mutual leaders and managers both as leaders and as leaders. Management characteristics play a distinct but related role in any military institution. The distinction between the above characteristicsmentioned lies in their attributes. Leadership aims to engage subordinates through: influencing, establishing direction, aligning the team with the established direction through clear and concise communication, developing the potential of each team member, and motivating the team to overcome obstacles towards the established goal . Corporal Sefanaia Sukanaivalu is an example that best defines the mutual use of leadership and management characteristics. The non-commissioned officer crawled forward to save some members of his platoon who fell victim to an ambush. After two wounded men were successfully recovered this non-commissioned officer, who commanded the rear section, volunteered to continue alone to try to save another, despite machine gun and mortar fire. But on the way back he himself was seriously injured in the groin and thighs and fell to the ground, unable to move further. Several attempts were then made to rescue Corporal Sukanaivalu, but were unsuccessful due to the heavy fire encountered on each occasion and the further casualties caused. This brave non-commissioned officer then invited his men not to try to reach him since he was in a very exposed position, but they replied that they would never let him fall alive into the hands of the enemy. Realizing that his men would not retreat as long as they saw that he was still alive and knowing that they too were in danger of being killed or captured as long as they remained where they were, Corporal Sukanaivalu, well aware of the consequences, stood up before the Japanese machine gun and was riddled with bullets. This brave Fijian soldier, after rescuing two wounded men with the utmost heroism and being himself seriously wounded, deliberately sacrificed his own life because he knew it was the only way the rest of his platoon could be induced to retreat from a situation in which they would have been annihilated if they had not retreated. Corporal Sukanaivalu's legacy leaves a hallmark for the principles and attributes that commanders must possess to effectively lead and manage the team. This non-commissioned officer understood the danger he had exploited in which his fellow rescuers were trapped. He voluntarily withdrew from the battlefield, intentionally taking his own life. This demonstrated boldness, courage, humility and respect. The actions taken by this Fijian soldier inspired both his subordinates and superior commanders to accomplish the overall mission while deployed in the operational theater; this indicates mission command. Conclusion Management is one of the key foundations of Army leadership. Management can be implemented without leadership, however, without leadership management becomes a routine administrative process. In itself, management does not motivate. Any influence to achieve tasks is based on compliance and will not last. Authority without the ability to lead will not produce effective results or build the mutual trust necessary for individuals to continue to perform their duties voluntarily. Fundamentally, Army leadership requires both leadership and management. The character of the individual best defines Army leaders. It creates the foundation for developing a level of trust between the leader and team members. Leaders must set high ethical standards in personal behavior. Because interpersonal skills are essential to leading a team, leaders must understand individual and group behavior. Every organization should function as a team with each member focused on achieving organizational goals. The use of the.