TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army

TRADOC Pam 525-3-7-01successful leaders demonstrate a pattern that includes a flexible pragmatic leadership style, alearning orientation, and a willingness to share risk with, and adopt the common lifestyle of theirSoldiers. It does not take long for followers to recognize a leader’s indifference orincompetence.188 Combat leaders sensitive to those around them develop a collective awarenessthat enables them to adapt their leadership to combat conditions. Their projection of optimism,hope, and resiliency explains in large measure why such leaders are also effective in earningfollower loyalty, obedience, admiration, and respect.189One additional quality that stands out among successful combat leaders is that they continueto analyze themselves and their actions. They understand themselves and the situation they werein and attempt to learn and help others to learn from those experiences. They share lessonslearned. A critical component of leadership is the idea that to become an authentic leader, aleader must first have an accurate self assessment. Their candor provides a wealth of experiencefor students of leadership to draw from and to apply in leader development programs for thegeneration that will lead Soldiers and units in future full spectrum operations.The Soldier's confidence in the commander is also critical in protecting him fromoverwhelming battle stress…[This confidence derives from] three elements thatinspired confidence in commanders (1) belief in the professional competence of thecommander, (2) belief in his credibility, and (3) the perception that he cares abouthis troops. While in garrison all three components are equally important; in combattrust in the commander's professional competence becomes primary. 190In essence, the commander serves as the lens that focuses battlefield, unit, and individualfactors affecting the Soldier’s evaluation of the situation, which can influence their success orfailure in coping. 191 The leader helps shape the Soldiers’ appraisal of the situation into a unifiedexpectation by unit members, amplifying the threat or reducing it.Recent studies show that Soldiers and subordinate leaders frequently think that some leadersare not effectively communicating, are trying to enhance their careers, are not providingmeaningful or effective training, are micromanaging for short term success at the expense of longterm effectiveness, and fail to exhibit clear thinking and reasonable action under stress. 192Command climate continues to be a significant factor affecting the development of cohesivecompetent units and retention. Future leaders will need to assess Soldier morale and unitcohesion across the deployment cycle listening to subordinates and examining indicators such asthe Soldiers quality of life, disciplinary problems, injuries, unauthorized absences, and sick call.Commanders should provide feedback on how the unit is performing and on the current situationin the form of a constant dialogue with subordinates. While detailed results are not required, themore transparent the feedback the more “buy in” the unit members will have in supportingremedies to address unit concerns. 193 So far there is little new in this discussion of leadership.Will the future be so different that leaders will need different skills and attributes? Absolutely,and not just in degree, but also in precision, precision aided by social science and technicaldevelopments that reduce guesswork in decisionmaking processes. This section’s discussion ofcombat leader challenges leads next to a discussion of methodology—the practice of battlecommand.193