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

TRADOC Pam 525-3-7-01Research confirms that together with high morale, strong vertical cohesion is the mosteffective predictor of unit performance. 78 The single most important factor in cultivating bondsamong Soldiers and between Soldiers and their leaders are caring, nurturing officers and NCOswho develop and empower their subordinates. Leaders who establish an open, collaborativecommand climate; provide for the physical welfare, psychological needs, and good training oftheir Soldiers; recognize their performance, and share their discomforts and danger in exercisesand on operations manifest this sentiment. Studies repeatedly show that in company-sized units,when leaders showed interest in their Soldiers, understood their needs, helped them, recognizedtheir abilities, backed them up, and treated them fairly, morale was higher, casualties lower, andthe unit more likely to be cohesive and effective. 79 These elements of leadership have manycomplementary theoretical concepts such as “empowering,” “servant,” and “authentic.” Eachtheory shares common features, trust, respect, and competence. This contrasts with theauthoritarian style of leadership characterized by fear of personal failure, being too busy toengage subordinates, being unwilling to accept mistakes or advice, practicing initiative-crushingmicromanagement, and reluctance to relinquish the illusion of complete control.Secondary cohesion includes both organizational and institutional bonding. Organizationalbonding occurs at the next higher organization—company or battalion, or regimental or brigadelevel, while institutional bonding is the relationship of the Soldier to the Army. Prior todeployment, units build organizational bonds by continuing the process of socialization begun inIET. Unit socialization includes learning about unit heritage, customs and traditions, distinctiveuniforms and insignia, standards of appearance and conduct, ceremonies and unit activities thatinstill pride, unity of purpose and solidarity. During operations, secondary group leaders providepurpose by assigning and explaining missions and providing intent. Successful secondarycohesion is demonstrated by Soldiers whose performance is guided not only by the desire toavoid letting their comrades and leaders down, but also by their concern that their conduct andperformance not tarnish the unit’s or the Army’s reputation.Army personnel assignment and professional military education policies have an even greaterimpact upon primary and secondary group cohesion. From World War II up to the wars in Iraqand Afghanistan the Army essentially maintained an individual replacement policy. MostSoldiers served in many different units making it a difficult, yet routine requirement to transferaffiliation and loyalty to a new unit every two to three years. Professional military educationoften coincided with these breaks between stations. While this promises secondary cohesion,critics of the individual replacement policy cite its negative impact on primary group cohesion.This policy, as practiced where largely conscript Soldiers arrive individually in units and serveyearlong tours, is one of the primary reasons for the breakdown of morale and unit cohesion inthe Army during the Vietnam War.The future Modular Force composed of multifunctional BCTs may benefit from personnelstabilization policies that strengthen unit cohesion. Similarly, elite units, such as Rangers andspecial operations forces, develop strong bonds and reputations for perceived excellence anduniqueness. Indeed, all Army organizations strive to develop a special identity. This sense ofunit identification can be a source that increases cohesion.66