Table of contentsFundamentals 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 foundations of military leadership include leadership and management. This essay will examine how commanders are both leaders and managers. It will briefly describe some essential aspects that commanders must focus on in order to develop the esprit de corps of the unit or its subordinates. It will provide examples of relevant management and leadership qualities demonstrated by military commanders on the battlefield. It will conclude by outlining some key focal points to help develop a commander's leadership and management styles. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essayFundamentals of Army Leadership: Definition and LevelsLeadership is the art of influencing and directing people to voluntarily achieve the goal of the team or organization. This definition implies the indefinable nature of leadership which has as much to do with the character of a leader. Leadership aims to align subordinates with the commander's vision. This is achieved through clear and concise communication and dissemination of information to all ranks to ensure the commander's vision is well understood. This is further enhanced 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 integrity based on character and is conferred by team members; not necessarily his superiors. Soldiers tend to display a sense of urgency when under supervision. However, a certain laxity appears when a soldier's superior does not directly manage the accomplishment 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 exercised in the Army. . These levels include the following: individual, team, organizational framework. The individual level of leadership concerns the development of character and personal skills and involves an ongoing process that includes putting leadership into action.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 imperative that a commander possess the capacity for introspection; live by military values, whether on or off duty, and instill these values ​​in subordinate commanders by setting personal example. The team level of leadership focuses on the direct relationship between leaders and subordinates. It involves the leader, the team and the context, obsessed with a constant need for results. In this component, the leader sets the 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 leadershipinvolves controlling and influencing the team as a whole, using subordinate staff and leaders, through a range of varied and complex events. To be effective at this level, leaders must take every opportunity to meet with lower ranks to learn directly about the issues that affect them. Organizational leaders must create the desired culture and leadership environment. For example, conducting battalion activitiesinter-competition reception within the unit. These competitions promote the acquisition 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 the pursuit of organizational objectives. To understand and effectively apply current management practices, 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 team depends on the effective management of its commander. Good management allows a commander to make better use of allocated resources. In the military context, resources most often refer to people (hence the term human resources). Planning involves setting goals and methods to achieve them. Planning includes developing objectives and supporting tasks, determining the timetable for their achievement, specifying performance measures, and identifying those responsible for ensuring that the plans are carried out. This is where commanders have the opportunity to set a short-term and long-term goal for the team, as well as timelines for achieving them. Once these objectives are achieved, commanders must recognize the effects assigned by team members. This gives subordinates a sense of pride and strengthens esprit de corps. Leadership is the management function which is also called motivation or direction. Leadership is the function of influencing the team to achieve goals. This involves communicating the vision, providing direction and working directly with people. Management depends on the effective leadership style of managers if they want to engage their subordinates on a more personal level. This function involves adjusting activities and monitoring performance to ensure that actual performance meets the desired outcome. This includes establishing performance standards and taking corrective action when there are deviations from requirements. A fundamental element of the management process that is often overlooked is the concept of utilization. Usage is the defining element that shapes the results of the delivered products. Usage is variable and the application of various methods, techniques and procedures to identical results will in all likelihood produce different results. Such results may be expected or unexpected. This is not necessarily a disadvantage; however, the assumption that identical results will produce identical results is erroneous. Furthermore, unexpected results may be beneficial, but not necessarily undesirable. In the military context, use includes conducting operations, training, and applying policy advice. Evaluation of impact and results is therefore necessary to determine the relevance, effectiveness, cost-effectiveness and efficiency of achieving the desired results. Who are the commanders: leaders or managers? The author of this essay believes that commanders are mutuallyLeaders and managers as leadership and management characteristics play a distinct but interrelated role in any military institution. The distinction between the aforementioned features lies in their attributes. Leadership involves involving subordinates by: influencing, establishing direction, aligning the team to 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 objective. The self-sacrifice of Corporal Sefanaia Sukanaivalu is the illustration that best defines the mutual use of leadership and management characteristics. The NCO crawled forward to save some members of his platoon who had been injured during an ambush. After two wounded men had been successfully recovered this non-commissioned officer, who commanded the rear section, volunteered to go further 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 that was received each time and the additional casualties caused. This valiant non-commissioned officer then appealed to his men not to attempt to reach him because he was in a very exposed position, but they responded that they would never let him fall into the hands of the enemy alive. Realizing that his men would not retreat as long as they saw that he was still alive and knowing that they themselves were all at risk of being killed or captured as long as they remained where they were, Corporal Sukanaivalu, well aware of the consequences, stood up in front of the Japanese machine gun and riddled with bullets. This courageous Fijian soldier, after rescuing two wounded men with the utmost heroism and being seriously injured himself, deliberately sacrificed his own life because he knew that was the only way to convince the rest of his platoon to withdraw from a situation in which they should have been destroyed if they had not withdrawn. Corporal Sukanaivalu's legacy leaves a mark on the principles and attributes that commanders must possess to effectively lead and manage the team. This NCO understood the danger he had exploited in which the rescuers were trapped. He voluntarily withdrew from the battlefield by intentionally committing suicide. It showed boldness, courage, humility and respect. The actions undertaken by this Fijian soldier inspired both his subordinates and senior commanders to accomplish the overall mission while employed in the operational theater; this indicates mission command.ConclusionManagement is one of the fundamental foundations of Army leadership. Management can be done without leadership, but without leadership, management becomes a routine administrative process. In itself, management does not motivate. Any influence to accomplish 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 willingly carry out their tasks. At its core, Army leadership requires both leadership and management. The character of the individual best defines the leaders of the military. This creates the foundation for developing a level of trust between the leader and team members. Leaders must set high ethical standards in their personal behavior. Because interpersonal skills are essential for leading teams, leaders must.