“The function of leadership is to produce more leaders, not more followers,” says Ralph Nader. This quote emphasises the importance of military leaders who are expected to replicate leadership qualities within their team and empower the green-horns to take initiative and sound decisions in the future.
A military leader must have the ability to inspire and lead the troops under challenging circumstances. Some of the other qualities of a successful military leader are discipline, courage, decision-making ability, communication, flexibility, competence, and teamwork to focus on the mission and adapt to dynamic situations. Above all, leaders need to earn the loyalty of the men in their unit or battalion – who should be prepared to do and die at their command.
Here are a few examples and case studies on what it takes to be a good and effective military leader in war and peace:
Vision
Vision is a fundamental component of effective military leadership. It provides direction, inspires troops, shapes strategy, and facilitates adaptability in the face of uncertainty. A leader with a clear vision provides direction, purpose, and a roadmap for ensuring that all personnel understand not only what they are supposed to do but also when and why they are doing it.
Example: Field Marshal Sam Manekshaw, liberation of Bangladesh, 1971.
Case Study: The Indo-Pakistani War of 1971 was a pivotal moment in Indian military history. Sam Manekshaw, then Chief of Army Staff received an urgent call from Prime Minister Indira Gandhi who wanted to begin military operations in East Pakistan as early as April. Manekshaw objected and asked her to wait for the right moment to strike. Manekshaw sought more time, “attacking in April would lead to 100% defeat. I need at least nine months till the monsoon season is over and the Indian army is better equipped, trained, and prepared,” he said. Indira Gandhi was livid*. Indira Gandhi was not prepared to hear people disagreeing with or turning down her suggestion. There was pin-drop silence in the room. For a moment it seemed that Manekshaw was about to be sacked as the Army Chief for daring to defy the PM’s orders but the next moment there was a faint smile on Indira Gandhi’s face as she gave the go-ahead to Manekshaw.
Over the next few months, Manekshaw visited various frontline formations to ensure that the Indian Army was prepared for the war in December 1971. Manekshaw’s vision played a crucial role in the Indian Army’s success and led to a decisive victory for India. Lieutenant General AAK Niazi signed the instrument of surrender on December 16 and 97,000 Pakistani Army personnel were taken prisoners of war. The war resulted in the liberation of East Pakistan and the creation of an independent nation called Bangladesh.
[* As told by Field Marshal Sam Manekshaw a few years before his death to the writer]
Teamwork
Teamwork is essential not just within a unit but across all levels of command and different branches of the armed forces. Success in the military is rarely the result of an individual’s action but of the collaborative efforts of every member of the team, regardless of their rank or role, and expertise.
Example: General Ved Prakash Malik, Operation Vijay also known as the Kargil War
Case Study: In May 1999, Pakistani troops infiltrated the Kargil district of Jammu and Kashmir, sparking a full-blown conflict between India and Pakistan and the Indian Army, led by Gen Ved Prakash Malik, launched Operation Vijay to evict the Pakistani troops. The success of the Indian Armed forces during Operation Vijay can be attributed to the exemplary teamwork displayed by the Indian Army, Navy, and Air Force which worked in tandem to execute the operation and supported each other in achieving the common objective.
General Malik, Lieutenant General Mohinder Puri, and Air Marshal AY Tipnis worked together to plan and execute the operation and ensured that the troops received adequate logistical support, including food, ammunition, and medical supplies. The success of Operation Vijay is a testament to the importance of teamwork in Indian military leadership. The operation resulted in the eviction of Pakistani troops from the Kargil district, and it marked a significant milestone in Indian military history. The outcome of the operation demonstrates that teamwork is essential for achieving success in military operations.
Army Chief Sam Manekshaw received an urgent call from Prime Minister Indira Gandhi to begin military operations in East Pakistan in April. Manekshaw objected and asked for more time. “Attacking in April would lead to 100% defeat. I need at least nine months till the monsoon season is over and the Indian army is better prepared,” he said. For a moment it seemed that Manekshaw was about to be sacked as the Army Chief for daring to defy the PM’s orders but the next moment there was a faint smile on Indira Gandhi’s face as she gave the go-ahead to Manekshaw
Competence
Competence is the ability to perform one’s duties and take the right decisions at the right time in complex, high-pressure situations. Competent leaders prevent costly mistakes and ensure that operations are executed smoothly. Without competence, decisions might be misguided, leading to delays, confusion, or even failure in the mission.
Example: Gen Bipin Rawat, surgical strikes in Pakistan-occupied Kashmir in September 2016
Case Study: General Bipin Rawat, the former Chief of Defence Staff (CDS), is an exemplary example of competence in Indian military leadership. General Rawat’s strategic thinking and planning led to the successful execution of the surgical strikes in 2016. General Rawat played a crucial role in shaping India’s military strategy, including the development of the nuclear doctrine. His strategic thinking and planning helped India to strengthen its military capabilities and enhance its national security. His distinguished career, marked by outstanding leadership and professionalism, demonstrates the significance of competence in achieving success in military operations. Gen Rawat will be remembered for promoting inter-services cooperation among the Indian Armed Forces. General Bipin Rawat’s distinguished career and leadership underscores the need for Indian military leaders to possess a high degree of competence to effectively lead and manage the Indian Armed Forces.
Courage
Courage means tough decisions under pressure or adversity. A leader must be able to make the right choices in the interest of the mission, country, and people, even at great personal or professional cost. During the Battle of Rezang La (1962), Major Shaitan Singh was killed in action courageously leading his men against the Chinese attackers but his unit continued to fight till the last man last round.
Example: Maj Gen Ian Cardozo, Indo-Pak War, 1971
Case Study: Maj Gen Ian Cardozo – a highly decorated Indian Army officer embodies the importance of courage, determination, and leadership. Maj Gen Cardozo’s most notable act of courage occurred during the Indo-Pakistani War of 1971. On November 6, 1971, he was commanding a battalion of the 5th Gorkha Rifles in the Sylhet sector of East Pakistan (now Bangladesh). During the fierce battle, General Cardozo was severely wounded and lost his leg. But refused to be evacuated despite his injuries and continued to lead his troops, inspiring them to fight on and ultimately secure a decisive victory. Maj Gen Cardozo was awarded Maha Vir Chakra (MVC), India’s second-highest military honour, awarded for exceptional courage and bravery.
Discipline
Discipline ensures that orders are followed promptly and correctly, creating an environment where there is no room for error. Discipline ensures that soldiers follow their superiors’ commands without hesitation. Discipline encompasses ethical behaviour and adherence to military codes of conduct. Lack of discipline leads to chaos and confusion.
Example: Field Marshal Kodandera Madappa Cariappa, first Commander-in-chief of the Indian Army
Case Study: KM Cariappa was the first Indian to be promoted to the rank of Field Marshal (a five-star general, and the highest rank) in the Indian Army in 1983. He became the first Indian to command a battalion of the Indian Army. He was the first Indian officer to be promoted to the rank of Brigadier and one of the first few Indian Major Generals and was subsequently appointed as the first native Commander-in-chief of the Indian Army.
A person who strictly followed discipline both in personal and professional life, Cariappa, refused to induct former Indian National Army (INA) personnel into the Indian Army to keep the Indian Army out of politics despite pressure from Prime Minister Nehru who finally relented when Cariappa threatened to resign. Though he retained INA’s slogan Jai Hind (meaning ‘Victory to India’) for Army personnel to greet each other, Cariappa put his foot down on the proposal to reserve vacancies for Scheduled Castes and Scheduled Tribes in the Army like the other government services.
In the 1965 war his son then Squadron Leader Nanda Cariappa’s aircraft was shot down and he was taken prisoner of war (POW) by Pakistan. On knowing this, Field Marshal Ayub Khan who had served with KM Cariappa before partition offered to release his son immediately but Cariappa refused. “All POWs are my sons, look after them well,” he replied. Another example of this kind is when Cariappa went to visit the Rajput Regimental Centre accompanied by his son and daughter just before his retirement. But when he realised that according to the rules, children were not allowed to attend the officers’ mess, he made both of them stay at the commandant’s house till the next day. These are just a few examples of how Cariappa never misused his power for personal purposes.
Confidence
Confidence is the chemistry between a leader and his troops. Confidence reassures subordinates and makes them follow orders without hesitation. Soldiers are more likely to almost blindly follow leaders who they believe are capable of guiding them through difficult situations. Confidence not only enables leaders to make the right decisions but also contributes to the effectiveness of military operations.
Example: General Sundarji, Operation Brasstacks in 1987
Case Study: General Sundarji was the Chief of Army Staff during Operation Brasstacks – one of the largest military exercises in post-independence India in 1987. His exceptional leadership and confidence played a crucial role in the success of Operation Brasstacks, a major military exercise designed to test the readiness of the Indian military and its ability to defend against potential threats from Pakistan. The exercise called for large-scale movement of troops and mock battles involving deployment of infantry, armoured, artillery, air force, and advanced technology in the Rajasthan and Thar Desert regions. General Sundarji not only led by example and inspired his troops to perform their best but also took calculated risks, and effectively coordinated with the Indian Air Force and Navy in a period of heightened military tension between India and Pakistan in the aftermath of the Siachen conflict (1984) and other military standoffs. Even though it was a routine military exercise, the operation because of its proximity to Pakistan’s border raised significant alarm in Islamabad which feared that India was preparing for an invasion. General Sundarji’s confidence played a significant role in the success of Operation Brasstacks. The exercise was a significant milestone in Indian military history and demonstrated the Indian Army’s ability to mobilise and deploy large-scale forces in a short period.
Decision-making
Decision-making is the ability to make quick, and well-informed decisions. Good and timely decisions provide a roadmap for the team to follow. Clear decisions help avoid confusion, reduce errors, and ensure that all members of the team focus on achieving a common goal. Military leaders shouldn’t take decisions that could unnecessarily endanger the lives of soldiers under their command.
Example: General JN Chaudhuri, Indo-Pak War in 1965
Case Study: One of the most critical examples of decision-making is the role played by the Chief of Army Staff Gen JN Chaudhuri and Prime Minister Lal Bahadur Shastri, in the Indo-Pak War in September 1965 following rising tensions over Kashmir. Pakistan started the war by sending troops in the Rann of Kutch area and subsequently attacked Kashmir. One of the first decisions taken by Gen Chaudhuri was to counterattack and reclaim lost territory. He ordered the Indian Army to move into Pakistan. The Indian Army successfully captured important positions, such as Haji Pir pass. The 1965 India-Pakistan War was a crucial moment in India’s military history. The decisions made by General Chaudhuri and Prime Minister Shastri demonstrated the importance of sound judgment and leadership in warfare. Effective decision-making at the highest levels of the Indian military leadership played a key role in managing the crisis and minimising losses, even though the war ended in a stalemate.
Flexibility
Flexibility means adapting plans even at the last minute as per the needs of fluid and changing situations on the ground. Leaders must be able to quickly adapt their plans, strategies and decisions in response to the latest intelligence inputs, changes in weather or terrain, unexpected enemy movements, and shifting political circumstances to exploit new opportunities or mitigate emerging threats.
Example: Lt Gen JS Arora, Liberation of Bangladesh, 1971
Case Study: One of the most prominent examples of the importance of flexibility is the Indo-Pak War in Dec 1971, which led to the creation of Bangladesh. Lt Gen JS Arora the General Officer Commanding-in-Chief of the Eastern Command demonstrated flexibility by adapting to changing circumstances and executing a series of military manoeuvres that led to the liberation of Bangladesh.
The Indian Army adopted a flexible approach and kept changing its strategy according to the ground situation, based on changing circumstances and real-time intelligence. For instance, in East Pakistan, the Indian military changed its strategy from direct frontal attacks to encircling and isolating Pakistani forces. This was particularly the case in Dhaka, where the Indian Army trapped the Pakistani forces inside the city. This flexibility led to effectively ending the war and minimal civilian casualties in Dhaka, as the Indian forces were able to isolate Pakistani troops without engaging in full-scale urban combat. This was one of the key reasons why India achieved a quick and decisive victory in just 13 days.
On the other hand, Lt Gen AAK Niazi, the GoC of Pakistan’s Eastern Command paid the price and lost the war because of his inability to adapt to changing circumstances. The 1971 war proved how flexibility in military strategy, leadership, and decision-making can determine the outcome of a conflict.
In the 1965 war, Field Marshal KM Cariappa’s son Squadron Leader Nanda Cariappa’s aircraft was shot down and he was taken prisoner of war (POW) by Pakistan. Pakistan’s Field Marshal Ayub Khan, who had served with KM Cariappa before partition, offered to release his son immediately but Cariappa refused. “All POWs are my sons, look after them well,” he replied. Likewise, when KM Cariappa went to visit the Rajput Regimental Centre accompanied by his son and daughter just before his retirement, he realised that children were not allowed to attend the officers’ mess as per the rules, so he made both of them stay at the commandant’s house till the next day. These are just a few examples of how Cariappa never misused his power for personal purposes
Delegation
Delegation allows leaders to distribute responsibilities among capable subordinates so that they don’t have to turn around and look behind their backs to make sure that the operations are running efficiently and smoothly. Delegation is a force multiplier which allows the top leaders to focus on high-level strategic decisions while their teammates look after the details.
Example: Admiral SM Nanda, the Chief of Naval Staff during the Indo-Pak War of 1971
Case Study: Admiral SM Nanda, the Chief of Naval Staff (CNS) played a pivotal role in shaping the Indian Navy’s operations during the 1971 war. One of the most significant aspects of his leadership during the war was effective delegation, which allowed him to manage the complex, multi-theatre naval operations and coordinate with his subordinates to achieve success. Admiral Nanda delegated responsibility for the operational planning of the Eastern Naval Command to Vice Admiral Krishnan. This helped the Indian Navy blockade the Pakistani ports of Karachi and Chittagong, launch air strikes against Pakistani ships and cut off the maritime supply lines in the eastern theatre. As a result, Nanda could focus on broader strategic concerns while the Eastern Naval Command under Vice Admiral Krishnan could provide air and sea support to the Indian Army without being spoon-fed by him on an hourly basis. This led to the sinking of PNS Ghazi and the destruction of several Pakistani merchant ships, severely impacting Pakistan’s ability to maintain its naval forces during the war.
Communication Skills
Military operations require leaders to communicate effectively and ensure that information flows during war or peace. Leaders should be able to give clear orders that are understood by everyone in the chain of command. Lack of communication or miscommunication can lead to confusion, and mistakes. Effective top to bottom communication is a bridge between the commanders and their troops, while bottom to top communication helps them get feedback about what the soldiers on the ground want.
Example: General K S Thimayya, Operation Vijay for liberation of Goa (1961)
Conclusion
Effective military leadership is much more than giving orders. It’s more about empowering subordinates, maintaining high morale, and making decisions that align with strategic objectives while adapting to changing conditions. A leader who exemplifies these traits earns the respect and trust of their team, which in turn enhances the effectiveness and efficiency of military operations.
–The writer is a seasoned media professional with over three decades of experience in print, electronic, and web media. He is presently Editor of Taazakhabar News. The views expressed are of the writer and do not necessarily reflect the views of Raksha Anirveda
