Title: Chap 16 Philosophy of Leadership | United States Marine Corps | Officer (Armed Forces)
Headings: Chap 16 Philosophy of Leadership
Chap 16 Philosophy of Leadership
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UNITED STATES MARINE CORPS
Marine Corps University
1. Introduction. The Marine Corps' philosophy of leadership and
2. Overview. The purpose of this discussion is provide you with
3. References. The following provide additional information on
FMFM 1-0, Leading Marines
4. Discussion Leader Notes
a. The Marine Corps' philosophy of leadership is largely
b. The way to do this effectively is through the
c. The end result should be a Corps that benefits from good
5. Discussion. Our philosophy of leadership is characterized by
a. Leadership differs from command and management as
(1) Command is defined as the authority a person in the
(2) Management is defined as a process of planning,
(3) Leadership is defined as the act of influencing
(4) Leadership is the dominating requirement for success.
b. Leadership qualities defined.
(2) Technical proficiency. Knowledge of the military
(3) Moral responsibility. Personal adherence to high
c. FMFM 1 states that philosophy of command cannot function
(1) The relationship between officers and enlisted
(3) Often the mistake is made by those outside the Marine
(a) You must be responsible for the physical, mental,
(b) You should ensure that each of your Marines is
(c) You should be available to your Marines to
(d) Be aware that the teacher/scholar relationship
d. Good order and discipline are terms used to describe the
e. The individual's responsibility for leadership is a must.
(1) Your Certificate of Commission (or Warrant) refers to
(2) Officers are responsible for leading and caring for
f. The leader functions as the linking pin. The leader is
g. The traits and principles of leadership are essential
(1) Leadership traits defined.
(b) Knowledge. Understanding of a science or an art.
(c) Courage. Courage is a mental quality that
(d) Decisiveness. Ability to make decisions promptly
(e) Dependability. The certainty of proper
(f) Initiative. Taking action in the absence of
(g) Tact. The ability to deal with others without
(h) Justice. Giving reward and punishment according
(j) Bearing. Creating a favorable impression in
(k) Endurance. The mental and physical stamina
(l) Unselfishness. Avoidance of providing for one's
(m) Loyalty. The quality of faithfulness to country,
(n) Judgment. The ability to weigh facts and
(2) Leadership principles
(a) Be technically and tactically proficient. Before
(d) Keep your Marines informed. Marines are by
(e) Set the example. As a Marine progresses through
(g) Train your Marines as a team. Every waking hour
[1] The sharing of hardships, dangers, and hard
[2] Teamwork is the key to successful operations.
[3] When team spirit is in evidence, the most
(h) Make sound and timely decisions. The leader must
(i) Develop a sense of responsibility among your
(j) Employ your unit in accordance with its
(k) Seek responsibility and take responsibility for
h. Another element of leadership involves understanding the
(a) By extension, this power, or a part thereof, is
(b) Equally important, however, is the idea that when
(2) Responsibility is the obligation to act or to do;
(a) It may include, but is not limited to, assigned
(b) Ultimately, all Marines are morally and legally
(3) Accountability is the reckoning, wherein the leader
(4) Authority, responsibility, and accountability are all
i. Leaders are responsible and accountable for the
(1) Morale is the individual's state of mind. It depends
(a) Some specific indicators of good or bad morale in
[2] Personal Conduct.
[3] Standards of military courtesy.
[4] Personal hygiene.
[5] Use of recreational facilities.
[6] Excessive quarreling.
[7] Harmful or irresponsible rumors.
[8] Condition of mess and quarters.
[9] Care of equipment.
[10] Response to orders and directives.
[11] Job proficiency.
[13] Evaluation of administrative reports such as
(b) Morale is not constant. The other three
[1] Teach belief in the cause and mission.
[2] Instill in your Marines confidence in
[3] Assist in job satisfaction by carefully
[4] Keep your Marines aware of your concern for
[5] Establish an effective awards program.
[6] Make your Marines feel they are essential to
[7] Recognize the Marine's desire to retain
[8] Encourage the strengthening of their family
(2) Esprit de corps is the loyalty to, pride in, and
(a) Specific things to look for when evaluating a
[1] Expressions from your Marines showing
[3] A strong competitive spirit.
[4] Willing participation by your Marines in unit
[5] Pride in traditions and history of the unit.
[6] Readiness on the part of your Marines to help
[7] The belief that their unit is better than any
[8] High reenlistment rate in the unit.
(b) What are some ways to improve esprit de corps in
[1] Start newly assigned Marines off right by a
[2] Develop the feeling that the unit must excel.
[3] Recognize and publicize achievements of the
[4] Make use of ceremonies, symbols, slogans, and
[5] Use competition to develop teamwork.
[6] Make proper use of decorations and awards.
(3) Discipline is the individual or group attitude that
(a) Some specifics to look for when evaluating a
[1] Attention to detail.
[2] Harmonious relations between unit members.
[3] Devotion to duty.
[4] Proper senior/subordinate relationships.
[5] Proper conduct on and off duty.
[6] Standards of cleanliness, dress, and military
[7] Promptness in responding to commands and
[8] Adherence to the chain of command.
[9] Ability and willingness to perform
(b) Some useful methods to improve discipline in a
[1] Demonstrate discipline by your own conduct
[2] Institute a fair and impartial system for
[3] Strive for mutual confidence and respect
[4] Encourage and foster the development of self
[5] Be alert to conditions conducive to breaches
(a) Some specifics to look for when evaluating a
[1] Personal appearance and physical condition of
[2] Appearance and condition of weapons,
[3] Reaction time of unit under various
[4] Professional attitude demonstrated by the
[5] Troop leading ability of junior leaders.
[6] Promptness and accuracy in disseminating
[7] Degree of skill demonstrated when
(b) Some useful techniques to use to improve the
[1] Thoroughly train your Marines in their
[2] Emphasize teamwork through the chain of
[3] Establish a sound physical conditioning
[4] Provide for cross training.
[5] Participate in realistic training exercises.
[6] Provide your Marines with frequent
[8] Set high standards of performance and insist
[9] Institute and promote a professional military
j. Marines can deploy at any time into combat. Good leaders
Appendix A: Excerpt from FMFM 1
(EXCERPT FROM FMFM 1)
Marine Corps doctrine demands professional competence among
The military profession is a thinking profession. Officers
Leaders must have a strong sense of the great responsibility
The Marine Corps' style of warfare requires intelligent
Consequently, trust is an essential trait among leaders;
Relations among all leaders, from corporal to general,
It is essential that our philosophy of command support the
Second, since we have concluded that war is a human
Our philosophy of command must also exploit the human
This concept has several practical implications. First, we
A commander should command from well forward. This allows
Finally, we recognize the importance of personal leadership.
As part of our philosophy of command we must recognize that
In practical terms this means that we must not strive for
There are several points worth remembering about our command
Next, our philosophy requires competent leadership at all
Our philosophy also requires familiarity among comrades
(Note: Instruct the Marine to read these scenarios and, using
1. Your battalion is deploying on a six month Med. cruise four
What leadership fundamentals are lacking?
(LCpl Smith is weak in the following leadership traits:
What is the best course of action in this situation?
(Correct this situation by talking to him about the
(Leadership principles that apply here include: knowing
What leadership fundamentals are lacking?
(Proficiency of the fire team leaders (FTLs) and of the
What is the best course of action in this situation?
(FTLs need to be given a chance to take some responsibility
3. Your SNCO does not seem at all enthusiastic about the
What leadership fundamentals are lacking?
(The SNCO seems to have a morale or discipline problem which
What is the best course of action in this situation?
(Counsel the SNCO on what you see as the problem. Recognize
4. The unit Sergeant Major is retiring in a few days. Your
What leadership fundamentals are lacking?
What is the best course of action in this situation?
(You should talk to the SNCOs; make them understand that
5. Your unit training has been conducted in garrison and
What leadership fundamentals are lacking?
(Morale and lack of motivation during training. Esprit de
What is the best course of action in this situation?
(Develop, along with your subordinate leaders, a good plan
What leadership fundamentals are lacking?
(Lack of esprit de corps, possibly morale.)
What is the best course of action in this situation?
(You could call a platoon meeting and go off on the platoon
7. You see a PFC wandering around in you company area. He/she
What leadership fundamentals are lacking?
(Esprit de Corps, lack of readiness to help one another
What is the best course of action in this situation?
(The leadership principles that apply are looking out for
What leadership fundamentals are lacking?
(Esprit de Corps, discipline, and lack of harmonious
What is the best course of action in this situation?
(Very realistic scenario. Mention Walkmans on deployment.
9. You are invited by a fellow platoon commander to go to a bar.
What indicators are lacking?
What is the best course of action to take in this situation?
(The biggest mistake was in not correcting the Marines in
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Content: While we prohibit
unprofessional relationships between officers and enlisted
Marines, the concept of comradeship and brotherhood depends on
mutual respect between the ranks and among all Marines. Much of
this mutual respect comes through the sharing of hardships. As
16-3
fquoted in the Marine Corps Manual, General Lejeune said, "The
relationship between officers and enlisted men should, in no
sense, be that of superior and inferior, nor that of master and
servant, but rather that of teacher and scholar." Your
responsibilities as a leader are to provide guidance to your
subordinates, make decisions, and see that your subordinates'
performance is satisfactory. You should provide good
opportunities for you subordinates to also make decisions within
their authority. (a) You must be responsible for the physical, mental,
and moral welfare of your Marines, as well as their discipline
and training. (b) You should ensure that each of your Marines is
allowed the maximum latitude possible in developing his/her own
leadership style. (c) You should be available to your Marines to
provide assistance whenever needed. (d) Be aware that the teacher/scholar relationship
extends to the relationship that should exist between NCOs and
junior Marines as well. Additionally, officers should never
hesitate to learn from their Marines.