Military Leadership (Toledo)

"Army Vision: By 2028, A world-class Army that is a source of national pride"
MILITARY LEADERSHIP
"Army Core Purpose: Serving the People, Securing the Land"

ERMINAL LEARNING OBJECTIVE

TLO)
Describe the principles of military leadership
and the character, skills, and actions of a good
leader.

ENABLING LEARNING OBJECTIVES

(ELOs)
Describe the Fundamentals of Leadership

Distinguish the 11 Leadership Principles
Describe the BE-KNOW-DO of a Leader
Enumerate the Traits of a Leader

SCOPE OF PRESENTATION
Definition of Terms
11 Leadership Principles
BE-KNOW-DO of a Leader
Traits of a Leader

ELO 1
FUNDAMENTALS OF
MILITARY LEADERSHIP

LEADERSHIP
It has something to do with influence. Leadership is influence - nothi
ng more, nothing less.
Leadership is a process by which a person influences others to acc

omplish an objective and directs the organization in a way that make
s it more cohesive and coherent.
Leadership is "organizing a group of people to achieve a common g

oal".
"Leadership is the ability to enable people and organizations to achi

eve extraordinary results".

FUNDAMENTALS OF MILITARY
LEADERSHIP
Leadership is a process of
influencing people by providing:
PURPOSE
DIRECTION
MOTIVATION

FUNDAMENTALS OF MILITARY
LEADERSHIP
Primary goal of PA is MISSION
ACCOMPLISHMENT
troops on foot, who fight tooth and nail,

get wounded and die in the battlefield
take care of the health, safety, morale
and welfare of the troops
LEADERSHIP FUNDAMENTALS
A leader provides PURPOSE;
- using clear words to his men

on who, what, when, where & how
to do things ordered by the
Commanding Officer

A leader provides DIRECTION;
orients soldiers
spell out specific roles
importance of each in
the over-all mission

A leader provides MOTIVATION;
soldiers see & feel that their leader is

interested in their welfare
understands and shares in their hardship
they see him setting the example
LEADING THEM IN THE FRONT

CHECK ON LEARNING
1. Leadership a process of influencing people by
providing purpose, direction, and motivation
while operating to accomplish the mission
and to improve the organization. TRUE
2. Mission accomplishment is the primary goal of
PA. TRUE
3. A leader provides:
PURPOSE TRUE
DIRECTION
MOTIVATION

ELO 2
11 LEADERSHIP
PRINCIPLES

A principle is a basic generalization that

is accepted as true and that can be used a
s a basis for reasoning or conduct. It emb
odies a rule or standard of personal condu
ct especially of good behavior. The Army h
as a variety of basic principles that guide it
s actions and provide justification for the w
ay it does things such as the classic Army
Leadership Principles.

These leadership principles serve as guid

e to the leader on what he should do and
how he should act. These are his as well a
s the society's gauge of the quality of lead
ership that the Army renders. The fact that
these principles endure proves their value
and establishes for leaders their reliability
and effectiveness.

These principles are as follows:
1. Know yourself and seek self-improve

ment, in order to know yourself, you have to
understand your Be, Know, and Do attribute
s. Seeking self improvement as a leader m
eans continually strengthening your attribute
s.

2. Be technically and tactically proficie

nt. As leaders, you must proficient with eac
h weapon, vehicles, and piece of equipment
in your unit. You should have the technical k
nowledge to perform job tasks. Having the t
echnical knowledge to operate and maintain
your equipment, you must also know how to
use it for tactical advantage over the enemy.

3. Seek responsibility and take responsi

bility for your actions. A leaders has the resp
onsibility to make good soldier out of the people
in his unit, even problem soldiers. He also has
the individual obligation to accomplish all assig
ned tasks to the fullest of ones capability. A lea
ders also has responsibilities towards his subor
dinates an superior and also to his unit. There
are numerous other responsibilities and the lea
der has to carry out al these as a professional s
oldier.
4. Makes sound and timely decisions.

As a leader, you must continually analyze th
e situation, identify problems and their real c
auses, make decisions and plans.
5. Set the example. Leaders teach sub

ordinates the right things by showing them a
nd not only by telling them.

6. Know your men and look after thei

r welfare. A leader should understand hu
man nature. As leaders, we would always
be dealing with followers, peers, seniors a
nd their people whose support we need to
accomplish our mission. And we must be
able to motivate these people to support u
s.

7. Keep your men informed. The leaders

must realize the important of clear, open comm
unications so that soldiers can accomplish their
mission as a team and use initiative in the abse
nce of orders.
8. Develop the sense of responsibility. It i

s the leaders job to develop subordinates in a
way that will develop them as leaders. A leader
should know how to assign responsibilities to s
ubordinates and hold them accountable.
9. Ensure that the task is understood, su

pervised and accomplished. Through ope
n and clear communication, the leader shoul
d ensure that the task is understood by the s
ubordinates. From these, the leader must m
aintain a grasp on the situation and see to it
at the plans and policies are implemented pr
operly.

10. Train your men as a team. The leader

should ensure a union of through and formation
among all members of his unit. Generally, a sm
oothly functioning team readily accomplished ta
sk or mission than an individual.
11. Employ your men in accordance with th
eir capabilities. Capabilities are developed by
good leadership and training. The leader then
employs the unit successfully according to their
capabilities.

ACTIVITY # 1
Instructions:
1. Group # 1 students to discuss among the group the

Leadership Principles before the class in not more than
30 minutes.
2. The group may use manila paper and white board or
PPT during presentation in front of the class.
3. Strictly observe the time given.

CHECK ON LEARNING
What are the 11 Leadership Principles
1. Know yourself and seek self-improvement
2. Be technically and tactically proficient
3. Seek responsibility & take responsibility for your actions
4. Make sounds & timely decisions
5. Set the example
6. Know your soldiers and look into their well-being
7. Keep your subordinates informed
8. Develop a sense of responsibility in your subordinates
9. Ensure that the tasks is understood, supervised & accomplished
10. Build the team
11. Employ the unit in accordance with its capabilities

ELO 3
BE-KNOW-DO OF
A LEADER

Small unit leaders lead the bulk of the Phili

ppine Army. The responsibility for the lives
and future of men makes it important for th
ese leaders to BE a leader; KNOW the ne
cessary information and skills on how to le
ad men; and, DO all that has to be done to
deserve the trust of their followers.

BEing is Character.
Becoming a leader needs character. Char

acter is all of the traits and equalities that
make up a person. In the Army, character
is most important in the leader, because th
is ensures that the Army will perform its rol
e without harming our country and our peo
ple.

Soldiers look up to their leaders to set the

correct example. The attitudes of small uni
t leaders towards their duty show their me
n how to be the best soldiers for their coun
try. This attitude is reflected in the way the
y strive to:
Be committed by devoting ones life to fulfil
ling military duty while in the military servic
e and make the sacrifices for it.

Win at all cost by keeping up the fighting s

pirit to win over the enemy and overcome
any obstacle to do so.
Always do their best and exert extra effort
to achieve the goals set for themselves as
leaders and for their men to accomplish.
Are transparent in all his dealings with his
people, especially pertaining to money, res
ources, and reports on his unit and his me
n.
Look for the best in people and see the bright

side of things because this, positive attitude i
s the best encouragement for success.
Are open-minded by willing to listen to ideas
of his men and learn new things.
Be courageous in combat, for it is the braver
y that allows one to take risks in combat desp
ite fear of wounds or death. As well as in figh
ting for ones principles, and most importantl
y, taking responsibility for the unit when thing
s go wrong; and,

Decisive by being firm and definite on the

direction given to the men; pushing the me
n to give their best efforts; and, exploiting
every opportunity to damage the enemy to
gain the greatest advantage for the soldie
rs side.
The leader who is seen and felt will be the
leader who will be followed by his subordin
ates

KNOWing is Competence
A leader must know:

Himself.
Why? He has to know his strengths so he i
s confident. He has to know his weakness
es so he knows who ask for help; he learn
s to improve himself; and, he learns from t
hose who know

How? By honestly looking at himself and ch

ecking this against the honest opinions of ot
hers around him, the leader learns about hi
mself.
His Men.
Why? To know the men is to put the right
man in the right job, to know how to best b
oost their morale; and, to know best how t
o direct and motivate them to accomplish t
he mission.

What should be known? A good leader kn

ows the complete background of each of h
is men by memory or be keeping a person
al leaders record book. He also knows th
eir moods, relationships, actions, habits, li
kes, and dislikes, strengths, weaknesses,
values, beliefs, mannerisms, practices and
especially how they handle their personal r
esources.

How? This is done by observing, interacting an

d being with the men on a daily basis; by lookin
g out for them, counseling, coaching and knowi
ng them through others like the most senior in t
he team or the persons closest to each of them.
Knowing the men is a two-way process. As t
he leader gets to know his men, his men also
get to know him. Respect, dignity, and courte
sy for each one as a whole person is the best
bridge of the leader to know his men and be k
nown to them.

3. His Job and Everything Connected to it.

Why? A leader has to do his job, do it well, and
also motivate others do their jobs.
What should He Know? A leader knows what h
is job is, what the Army is, and what the ene
my is. First, he must know his duties and respo
nsibilities, the duties of those under him, includi
ng the techniques and tactics his men use, and
the duties and responsibilities of the next higher
in Command.

Second, it is the leaders main business to

know everything about the Army, its peopl
e, routines, and red tape. He also must kn
ow all he can about his unit and its history,
capability, strength and weaknesses. It is
this way becomes part of Team Army.

Third, he has to know everything about the

enemy that his unit is fighting for. This me
ans identifying the enemy; knowing its stre
ngths, weaknesses, strategy, tactics, wher
e he can find them; and, how to best neutr
alize them.

He must have the following skills:

People or Interpersonal Skills. A leader us
es words, actions, tone of voice, and how
he usually behaves to communicate with h
is men. How he communicates will either b
uild or destroy his relationship with them s
o the skill of saying the right thing at the ri
ght time; and in the right way is necessary
for a leader.

The leader must know how to make his men thin

k and feel in a way that will make them fulfill their
military duties. This means coaching, teaching, c
ounseling and motivating his people. He interact
s with them with tact, concern, and firmness to e
nsure professionalism of the soldiers.
Small unit leaders should learn to deal with civili
ans and government counterparts in their areas i
n a manner that would earn the trust and cooper
ation of the public to help them appreciate Army
work.

Thinking Skills. Leaders have to think bec

ause they have to make decisions that will
affect people and events. Thus, leadershi
p thinking skills are creativity, analysis, an
d being able to exercise judgment as a pro
fessional soldier.

The leader uses his thinking skills to make

the most of the limited personnel, resourc
es, and information given to him. The lead
er studies things in detail with the use of c
ommon sense, logic and reasoning to com
e up with decisions that are good for the m
en, the unit and the Army. A general said t
hat war is designed by geniuses; and play
ed out by idiots. Thinking skills enable the
leader to be flexible to adapt to anything th
at happens.
The leader uses thinking skills to outwit th

e enemy. Thus, the leader continuously st
udies how the enemy moves, operates, an
d exploits everything to its advantage and
to get people on its side. In the battlefield,
it is the thinking skills of the leader that ma
kes him: see at once the whole situation,
make an instant decision, and give the cor
rect orders to his men to act immediately.

Tactical and Technical Skills. These skills a

re the talents and abilities to do ones job c
orrectly. For a small unit leader, technical
skills include using, handling, and maintai
ning the unit and individually issued weap
on and equipment. Tactical skills are simpl
y mastery of fire and maneuver. These ski
lls are important in using the factor of time
in favor of the Army and against the enem
y.

DOing is Action
The DO of small unit leadership is: (1) motivatin
g soldiers to fight; (2) effectively leading them in
operations; and, improving the unit.
Motivating Soldiers to Fight.
Soldiers fight because they feel it is the right thin
g to do. A small unit leader inspires and encoura
ges his men to fight; and not hesitate in the face
of obstacles or be completely confused by unfrie
ndly events, because they feel it is the right thing
to do.

Well-motivated soldiers obey and execute orders

because they believe in their leader. The soldier
looks at his leader and observes how much dedi
cation the leader gives to his job; how responsibl
e and competent he is; how clear he makes his
wishes known to his men; and, how fair he is to
everyone. Soldiers will follow if they have a posi
tive perception of their leaders competence, beh
avior, and character. This means the leader mus
t continuously learn, study and observe human n
ature as to the needs, priorities, and values of hi
s men.

Effectively Leading Operations.

The small unit leader receives and execut
es orders. He captures the intent of higher
command; he plans how his unit can carry
the orders out, and makes sure that his un
it executes the mission at once according t
o the Commands intent.

Improving the Unit.

The small unit leader corrects what is wro
ng; improves on what is good; and, suppor
ts what is best even in the simplest of task
s. It is important for the small unit leader t
o learn everything about his job and share
this knowledge with his men. When he imp
roves himself, his men will follow.

CHECK ON LEARNING
What do we expect in BE-KNOW-DO of a leader
BE:
1. Be committed
2. Win at all cost
3. Always do their best and exert extra effort
4. Are transparent
5. Look for the best in people
6. Are open-minded
7. Be courageous in combat

CHECK ON LEARNING
KNOW:
1. Himself
2. His job and everything connected to it
3. People or interpersonal skills
4. Thinking skill
5. Tactical and technical skills

CHECK ON LEARNING
DO:
1. Motivating soldiers to fight
2. Effectively leading operations
3. Improving the unit


ELO 4
TRAITS OF A MILITARY
LEADER

1. Assertiveness taking charge when nece

ssary, making your ideas known helping to
define the problem and getting others do th
e right thing to solve the problems.
2. Bearing a persons general appearan
ce,
carriage, deportment and conduct.
3. Confidence the assurance that you a
nd
your men will be successful in whatever
you do.
4. Coolness Under Stress a confident

calmness in looks and behavior.
5. Courage Mental quality that recogni
zes fear of danger or criticism, but enables a
man to proceed in the face of it with calmne
ss and firmness.
6. Creativity demonstrated by thinking
of new and better goals, ideas, and program
s as a solution to problems.

7. Decisiveness the leader should be

able to make decisions promptly and to stat
e them in clear, forceful manner.
8. Dependability the certainty of prope

r performance of duty.
9. Empathy or Compassion is being s

ensitive to the feelings, values, interests and
well being of others.
10. Endurance the mental and physica

l stamina measured by the ability to withstan
d pain, fatigue, stress and hardship.
11. Enthusiasm the display of sincere
interest and zeal in the performance of dutie
s.
12. Flexibility the capability to make ti
mely and appropriate changes in thinking, pl
ans, and methods, when you see or when ot
hers convince you that there is a better way.

13. Humility admitting weakness or im

perfection in your character knowledge and
skills. It is acknowledging your mistakes an
d taking appropriate action to correct those
mistakes.
14. Initiative taking action in the abse
nce of orders.
15. Integrity the uprightness and soun
dness of moral principles, the quality of thou
ghtfulness and honesty.

16. Judgment the ability and fair disp

osition of cases.
17. Justice timely and fair disposition

of cases.
18. Knowledge the leaders should de

velop a program of learning to keep himself
abreast of current developments in local and
world communities.
19. Loyalty the quality of faithfulness to

country, the army seniors, subordinates and p
eers.
20. Maturity refers to the sense of resp
onsibility a person has developed. He does n
ot make impulsive decisions based on child
like emotional desires or feeling.
21. Selfdiscipline forcing yourself to d
o your duty and what you ought to do regardle
ss of how tired or unwilling you may be.

22. Self-improvement shown by readi

ng, studying, seeking challenging assignme
nt, and working to strengthen beliefs, value
s, ethics, characters, knowledge and skills.
23. Sense of Humor shown by not yo
urself too seriously and by contributing to la
ughter and morale of people around you.
24. Tact the ability, to deal with others
in a respectful manner.

25. Unselfishness a leader who avoid

s providing for his own comfort and personal
advancement at the expense of others.
26. Will the perseverance to accomplish

a goal, regardless of seemingly insurmounta
ble obstacles.

Questions?

SUMMARY
Fundamentals of Leadership
11 Leadership Principles
BE-KNOW-DO of a Leader
Traits of a Leader

An important job had to be done. EVERYBODY

was sure that SOMEBODY would do it.
ANYBODY could have done it, but NOBODY did
it. SOMEBODY got angry about that because it
was EVERYBODYs job. EVERYBODY thought
that ANYBODY could do it, but NOBODY
realized that EVERYBODY wouldnt do it. It
ended up that EVERYBODY blamed
SOMEBODY when NOBODY did what
ANYBODY could have done.

CONCLUSION
In all situations, leaders carry the responsibility of
ensuring the excellent execution of the given tasks.
Therefore, we should stay focus always to our given
job. We will just do well our homework to help our
organization, the people we sworn to serve and to
help our families.
Leadership is art, so, we can change our

leadership styles and adaptations depending on the
prevailing situations

The moment you stop learning,

you stop leading.

The Test
God bless!

Test I
1-3 What are the fundamentals that are provided by the leader in a group?
4-14 What are the 11 leadership principles?
Test II
15 Under in the being of a leader, becoming a leader needs what?
16 In the knowing part of a leader he or she needs to know in order to gain _____
_____.
17 Doing entails ______________.
Test III
18-25 Give at least 8 traits of a Military Leader.

ANSWER KEY
Test I
1-3
*Purpose
*Direction
*Motivation
4-14
*Know yourself and seek self-improvement
*Be technically and tactically proficient
*Seek responsibility & take responsibility for your actions
*Make sounds & timely decisions
*Set the example
*Know your soldiers and look into their well-being
*Keep your subordinates informed
*Develop a sense of responsibility in your subordinates
*Ensure that the tasks is understood, supervised & accomplished
*Build the team
*Employ the unit in accordance with its capabilities

ANSWER KEY
Test II
15 Character
16 Competence
17 Action
Test III
18-25
Assertiveness Humility
Bearing Initiative
Confidence Integrity
Coolness Under Stress Judgment
Justice
Courage
Knowledge
Creativity Loyalty
Decisiveness Maturity
Dependability Selfdiscipline
Empathy or Compassion Self-improvement
Endurance Sense of Humor
Tact
Enthusiasm
Unselfishness
Flexibility Will

ADELANTE!

Military Leadership (Toledo)

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"Army Vision: By 2028, A world-class Army that is a source of national pride"

"Army Core Purpose: Serving the People, Securing the Land"

ERMINAL LEARNING OBJECTIVE

"Army Core Purpose: Serving the People, Securing the Land"

ENABLING LEARNING OBJECTIVES

Describe the Fundamentals of Leadership

"Army Core Purpose: Serving the People, Securing the Land"

"Army Core Purpose: Serving the People, Securing the Land"

"Army Core Purpose: Serving the People, Securing the Land"

Leadership is a process by which a person influences others to acc

Leadership is "organizing a group of people to achieve a common g

"Leadership is the ability to enable people and organizations to achi

"Army Core Purpose: Serving the People, Securing the Land"

"Army Core Purpose: Serving the People, Securing the Land"

troops on foot, who fight tooth and nail,

A leader provides PURPOSE;

- using clear words to his men

"Army Core Purpose: Serving the People, Securing the Land"

A leader provides DIRECTION;

"Army Core Purpose: Serving the People, Securing the Land"

A leader provides MOTIVATION;

soldiers see & feel that their leader is

"Army Core Purpose: Serving the People, Securing the Land"

"Army Core Purpose: Serving the People, Securing the Land"

"Army Core Purpose: Serving the People, Securing the Land"

A principle is a basic generalization that

"Army Core Purpose: Serving the People, Securing the Land"

These leadership principles serve as guid

"Army Core Purpose: Serving the People, Securing the Land"

These principles are as follows:

1. Know yourself and seek self-improve

"Army Core Purpose: Serving the People, Securing the Land"

2. Be technically and tactically proficie

"Army Core Purpose: Serving the People, Securing the Land"

3. Seek responsibility and take responsi

4. Makes sound and timely decisions.

5. Set the example. Leaders teach sub

"Army Core Purpose: Serving the People, Securing the Land"

6. Know your men and look after thei

"Army Core Purpose: Serving the People, Securing the Land"

7. Keep your men informed. The leaders

8. Develop the sense of responsibility. It i

9. Ensure that the task is understood, su

"Army Core Purpose: Serving the People, Securing the Land"

10. Train your men as a team. The leader

"Army Core Purpose: Serving the People, Securing the Land"

1. Group # 1 students to discuss among the group the

"Army Core Purpose: Serving the People, Securing the Land"

"Army Core Purpose: Serving the People, Securing the Land"

"Army Core Purpose: Serving the People, Securing the Land"

Small unit leaders lead the bulk of the Phili

"Army Core Purpose: Serving the People, Securing the Land"

Becoming a leader needs character. Char

"Army Core Purpose: Serving the People, Securing the Land"

Soldiers look up to their leaders to set the

"Army Core Purpose: Serving the People, Securing the Land"

Win at all cost by keeping up the fighting s

Look for the best in people and see the bright

"Army Core Purpose: Serving the People, Securing the Land"

Decisive by being firm and definite on the

"Army Core Purpose: Serving the People, Securing the Land"

A leader must know:

"Army Core Purpose: Serving the People, Securing the Land"

How? By honestly looking at himself and ch