Leaders are born, not made” is an old sophism. If it were true, government and business would be difficult to maintain on any established basis. Somehow we would be forced to seek out the genius of leadership and nurture it for fullest exploitation. The utter fallacy of such a belief is demonstrated by the difficulty in recognizing the qualities of leadership in anyone before he comes into close interaction with others in various environments.
With expansion of the armed forces in the post-Korea period, the subject of leadership assumes a timely importance. When we undertake something new, as many officers and ratings do when they are placed in charge of men in military service, we may experience temporary difficulties incident to training and indoctrination. In accepting a commission or advanced rating, military personnel accept the responsibility of leadership. To some, it becomes a millstone bearing them down—to others, it is a shining star of attainment. To be responsible for a man’s work, his very viewpoint, his life, is a sacred trust. For the officer, it is his mantle.
This is an age of ellipsis and accordingly it is well to review, periodically, important aspects of living and working together. In some callings such as medicine, law, and letters, leadership is sometimes conferred merely by professional or technical excellence. This can be only a part of military leadership.
Each reader undoubtedly recalls from his experience a leader who serves even now as an example. I recall a leader who, unflustered, undaunted, raised our lives above strife and war’s aftermath into a transparent world of high spiritual values where our duties were clear and pleasant. Under his leadership we all did our best without being bidden and worried little about success, for that appeared to come automatically. This man gave immense value to our striving. What seemed to matter was to follow him in his rectitude. He spoke but little and never gossiped. His life was his own, and when not at work, he followed his inner thoughts. I served him with a devotion which I have given to no other man. If, in this writing, it appears that he is being dissected, I know that he would be forgiving because it is solely for the purpose of revealing his essence as a man—as a leader.
Leadership is so intimately connected with personal characteristics and personalities that consideration of it is necessarily subjective. A degree of objectivity is attained, however, when the problems are associated with definite situations or are related to events in one’s experience, such as those which formed the basis for the preceding paragraph.
Leadership implies a high degree of training in moral values and in one’s own field of endeavor,' an acquaintance with past history, and the accumulated learning of the ages, even though the latter two are not broad. This is not to say that a leader need know everything, but he must have a knowledge of people, their customs, the society into which they are organized, and the ideals of such a society. In the armed forces he must fully understand the military society and its impact upon the individual. He must understand people before he can assist them in deriving from any form of society the benefits which are inherent in it and in discharging their responsibilities toward it. Leaders must have knowledge of their profession. They must also have the realization that living is a learning process. One never ceases to learn. This implies the ability to use the knowledge that is learned as well as the ability to provide motivation for learning on the part of subordinates.
Leadership is inspired guidance; it is showing the way by directing action or opinion or through counsel. In any unit, one man or a small group of men integrates the duties, responsibilities, aspirations, and wishes of a majority and translates them into idealized goals and into action. Leadership is always positive. It is not negative, even though restraint is exercised to prevent a lapse of judgment. Such exercise produces a positive effect.
Tyrannical or capricious conduct is destructive of good leadership. Unfortunately such behavior is not entirely lacking in military service, but it is antithetical to the office of leadership and is contrary to the great tradition of the military life. Authority over subordinates is to be exercised with firmness, justice, and kindness. Behind even the strictest discipline should be true friendship. This is not incongruous with the military organization because the physical and spiritual welfare, morale, and even lives of personnel are placed in the hands of military leaders. Hand and heart must both be exercised. “Men can be led much further than they can be driven” is an old cliche, but it has deep significance. Stated another way, one of the pillars of leadership is integrity. Included in integrity are moral and intellectual honesty, the ability to face consequences, sincerity, and the ability to stand up for one’s beliefs and for those of subordinates if those beliefs can be demonstrated to be tenable.
Leaders must be receptive. Regardless of what one wants to hear, the leader must be prepared for receiving and taking advice and suggestions which are contrary to his own views. There must be open-mindedness, a willingness to hear and consider other points of view. The prestige of any leader can be immeasurably enhanced by listening to the suggestions of his subordinates. Men take pride in the fact that they have been permitted to have a great share in the task at hand or in the improvement of their or the unit’s position. The man who is unapproachable and does not have faith in his subordinates and their abilities, does not deserve their faith in him, and he usually does not have it. Even though a leader should be receptive, this quality does not preclude the tactful disregarding of the many suggestions which are not apposite. Perhaps the acid test of leadership lies in the ability of a leader to demonstrate to a subordinate the need to accept a reversal or modification of his suggestion or action and then to have the subordinate carry out fully the revised instructions or changed policy. Indeed, the capacity of an individual to be able to accept such advice or directive is a measure of that individual’s capacity to perform the duties of broader command or, stated otherwise, leadership. It is certainly the fundamental test of loyalty to man and organization. An open and flexible mind which recognizes the need for change and apprehends new conditions is a prerequisite of man’s usefulness. To say it another way, it is a prerequisite to leadership.
Fairness in dealing with men is essential to successful leadership. Favoritism gives rise to inequalities which men in service recognize but cannot themselves rectify. This creates a feeling of injustice which can permanently disestablish leadership. Imagination is important in dealing with men. Vision and the power to project ideas and concepts into future developments can be an inspiration to the majority of men. These qualities breed confidence because they lead men to have less fear of the future. A true leader has self reliance, the ability to work independently, to grow emotionally and intellectually.
Leadership cannot be based on lack of sobriety, abusive language or any other excess. Well adjusted, intelligent social habits are necessary antecedents. Mutual respect is the essence of leadership. Without respect of and for subordinates there can be no true leadership. The Navy Regulations epitomize leadership in a succinct and excellent manner. Leaders shall show in themselves “. . . a good example of virtue, honor, patriotism, and subordination; .... be vigilant in inspecting the conduct of all persons who are placed under their command; to guard against and suppress all dissolute and immoral practices. . . .”
Courage, initiative, industry, and cooperativeness are associated with good leadership. There have been countless examples of intrepidity in action in the course of naval history. These powerful examples of moral and physical courage dispel fear and raise morale because leaders share then the same danger as their followers. In these situations affection develops quickly and is deep and lasting. Unexpressed ties of friendship bind, and allegiance appears to be with one’s associates rather than to a wider community.
True leadership or its exercise is not confined to these “crucibles” of experience where devotion to a cause is heightened. It is inherent even in situations of hard work and the pleasant cudgelling of brains. It is simply a matter of service, of service to something transcendental—hence personnel do not look upon service as an oppression. The task of leadership is only to elicit the greatness already in humanity, not to attempt to put it there.
“Follow the leader” is a time honored phrase. It may be translated into action or merely interpreted to mean that men must follow their military leaders. There is another choice. It can be made to mean that men want to follow. Leadership is the ingredient that can make it so.