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others.4 It is a complex phenomenon that involves cognitive ability and behavioural traits. Leadership has been examinedin the context of what it is -"a process whereby an ndividualinfluences a group of individuals to achieve a common goal,"how it differs from power -"the capacity or potential to influ-ence," further defined as "position power. ..the power a personderives from a particular office or rank in a formal orgapizationsystem" or "personal power...the power a leader derives fromfollowers," how it differs from coercion -"the use of force toaffect change... manipulating penalties and rewards... threatsand punishment," and how it differs from management "theactivities of planning, organizing, staffing and controlling...concerned with creating order and'stability.."5 Executive lead-ership combines inspirational leadership and its obligation tothe profession with strategic decision-making and its obliga-tion to the organization or institution.6 Leadership has alsobeen described in the context of the relationship between traitversus process-based eadership. Trait-based leadership isfounded on such traits as personality, appearance and expential skill-sets, thereby suggesting that this style narrows towhat some call 'born leaders'.. Process-based eadership isfounded on the interaction between the leader and followersin the context of the environment, and suggests that leader-ship can be learned.? Leadership has been further defined inthe theories of laissez-faire, transactional, and the most cur-rent and dominant theory, that of transformational leader-ship.8 "Evidence has accumulated that transformational lead-ership can move followers to exceed expected performance.It is seen as a particularly powerful source of effective lead-

ership in Army, Navy, and AForce settings."9

In war, o be responsible or taking ives and savinglives.In peace and war, o establish moral standards, nd odirect and enforce how military members elate toeach other and o society.To think, decide, act, establish standards, nd exertinfluence.To be able to bring military forces to bear on theenemy on behalf of the state.!

Furthennore, he elaborates that commanders must befighters, leaders, tacticians, thinkers and disciplinarians, aswell as examples of fine moral character possessing he indis-pensable values of honesty, oyalty and integrity. Leadership sinherent in command} In a military construct, command andthe leadership skill-set can be described as a sub-set of what istenned 'best military judgment' -the intuitive ability to makedecisions based on years of training, experience and profes-sional and personal self-development, including recognition ofpast pattt(ms and circumstances that determined past decisionsand were'g!!ined throughout one's career.3 had the privilegedand rare opportunity to apply leadership with the authority ofcol11mand: Many others, including staff officers, do not havethis opportunity.

Leadership has been studied extensiyely through the useof concepts and models. It has been analysed n terms of a setof principles or characteristics of behaviour -the work ofsociologists, psychologists and practitioners -that have been

The plethora of leadershconcepts and theories could giveone cause to believe that the prac-tical application of leadership complicated. Certain concepts otheories of leadership are environ

ment specific, while styles leadership are trait specific. Thiexamination explores the application of leadership in an opertional context. It could be sathat certain styles of leadershare appropriate when applied todifferent strata or groups opersonnel in hierarchieTransactional leadership is basedon the needs of the leader ratherthan that of the followers or thedevelopment. It involves extrinsic motivators, is directive an

pres~riptive, and is appropriatwhen,applied to followers at thSoldiers of the 3rd Battalion, The Royal Canadian Regiment articipating n a platoon ive-fire exermse ~?wer levels .of an organiz~tio?while serving with SFOR n Bosnia-Herzegovina. Transformational leadershIp IS

an expansion of transactionaleadership. Transformational leaders motivate others to domore than they originally intended and often more than theythought possible. They set more challenging expectations andtypically achieve higher performances."IO Transformationalleadership s based upon a process whereby an individualengages others to create a connection. It involves intrinsicmotivators, individual consideration, and intellectual andcharisma stimulation. It is descriptive and more appropriate

applied to virtually every discipline. Some 65 classificationsystems have been derived over the past 55 years in the processof examining the definition and dynamics of leadership. Theseclassifications include concepts of leadership being part of agroup dynamic or process whereby the leader, as an agent ofchange, personifies the will of the group. Another classifica-tion views leadership as being based or centered on the per-sonality traits of the leader and his or her ability to influence

30 Canadian Military Journal. Autumn 2002



ikely to relate ntellectually o the officers and charismaticallyto the other anks.

when applied to managers, supervisors and leaders. I BernardBass elaborates four components of transformational leader-ship:

A s Chief of Staff Land Force Central Area (LFCA), the 1&1force-generating Area for Rotation Two of Operation D-

"Palladium," and later while visiting Kosovo as the Area 0Commander for the LFCA-generated contingent to Operation"Kinetic One," I was not a stranger to the Balkan situation.That said, one can never fully prepare one's self intellectuallyfor the Balkans.14 "Anyone who claims-to be an expert on theBalkans clearly has never ived there, and once they have, theywill realize that they will never understand he Balkans."15

GF.TTING INTO THE RIGHT FRAME OFMIND -THE LEADERSHIP CHALLENGEeadership is charismatic, such that the follower

seeks o identify with the leaders and emulate them.Leadership inspires the follower with challenge andpersuasion, providing meaning and understanding.Leadership is intellectually stimulating, expandingthe follower's use of his or her abilities.Finally, leadership is individually considerate, pro-viding the follower with support, mentoring andcoaching. 12

The Charismatic Leadership Component s characterizedby a leader who is unhesitant to take risks, has high moral andethical standards, and consistently does the 'right thing'.Leaders who are optimistic and enthusiastic, who communicatea shared vision and expectations, and who inspire team spiritcharacterize th~ Inspirational Motivation Component. Theseleaders also a~monstrate the Intellectual StimulationComponent sinCe they are able to articulate their.vision, are receptive to change and supportive of newideas and approaches, and can delegate tasks whileinstilling trust in their subordinates. The fourth com-ponent is Individualized Consideration, where;by atransformational leader genuinely demonstratesinterest in each member of the organization, and in sodoing validates the importance and self-worth ofeach member. This leadership technique requiresgood listening skills and is typified by 'managementby walking around'.13 In practical terms, these fourcomponents are not in any order of priority or ofequal weighting, but vary according to one's person-ality. One can be an effective transformational leaderwithout being overly charismatic. Arguably, GeneralGeorge Patton was more 'charismatic' and 'inspira-tional' than his boss, he less 'charismatic' yet 'intel-

lectual' General Omar Bradley.

In advance of this command opportunity, I revisited my'kit bag' of command experiences and personal leadership'first principles'. The dearth of historical study and analysis ofthe ten years of Canadian experience in the Balkans made thismore difficult. Yes, unit and contingent/task force war diaries

A 3 RCR patrol in Bosnia, summer 2001

and the latest editions of unit histories are replete with the'Keeganesque, Face of Battle'16 anecdotal feel for what tookplace at the tacticiil level, but what of the higher Canadiannational-strategic and UN/NATO military-strategic environ-ment and decision-making that provides the context forCanada's commitment to the Balkans?

It can be said that the transactional leadershipstyle applied at lower levels shifts more to transfor-mationalleadership as one occupies higher positionsof authority, rank and responsibility. For those in theearly stage of their military career, such as juniornon-commissioned officers and junior officers, whodo not yet share or who have not yet internalized thesame order or values of the institution and are stillundergoing initial military socialization -learningthe 'do's and don'ts' -issues can appear 'black andwhite'. As a result, transactional leadership s moreappropriate. For those with greater ength of service

and increased authority, responsibility and rank, such Ias senior non-commissioned officers and field offi-cers who have internalized the shared order and val-ues of the institution, issues become less 'black and white' andincreasingly' grey' .In this particular case, transformationalleadership s more appropriate. Put another way, the transac-tional leadership appropriate at the platoon, company, unit'tactical' level gives way to transformational leadership whendealing with senior officers at the formation level or seniorstaff and DND civilians at the 'operational' and 'strategic'level. The four components of transformational leadership canbe applied to varying degrees to all strata of an hierarchicalorganization. In a military application, a commander is more

With respect o what ype of leader and commander newants o be, General ret'd) Fred Franks provides he follow-ing answer:

31utumn 2002 .Canadian Military Journal





a concern. Although the Task Force Headquarters was formedad hoc from personnel assigned from across the CanadianForces, the long-lead time and preliminary training resulted inthe requisite team cohesion. This situation, combined with amature and relatively benign mission, reduced the operationalrisk associated with ad hoc organizations. Future task forceheadquarters, ormed at short notice for more robust missions,may not be afforded the same pre-deployment cohesion-form-ing process. It is ill-advised for strategic reconnaissance par-ties and headquarters staffs to meet for the first time in Trentonjust prior to deployment, or, even worse, on the tarmac onarrival in the theatre.

impressed upon me that to be a transformational eader onmust be willing to be transformed s well.

COMMANDING AND LEADING -THE APPLICATION

There s another aspect hat is worthy of mention. Forcommanding officers fortunate enough o get an operationaltour during their appointment, his is the one time that theywill have the resources o conduct such ntense and high-level training. As a result, some have a propensity o pushthe training to as high a level as possible. This is fine forthe young officers serving only a two.- o three-year our ofregimental d-ut.y nd this being their first or second opera-tional tour. fI~wever, it is not a morale enhancer or the sol-diers of a unit that have always served at unit duty and arefacing their third, fourth or fifth tour. A transformationalleader realizes hat not all in his command ossess he samelevel of experience or motivation, and that he must controlor moderate he environment appropriately. In this respect,'training creep' needs o be disciplined to ensure he rightbalance between pre-deployment raining and the mission'srequirements.

The front end of the build-up training is in war fighting upto company/combat team level live-fire manoeuvre in a battlegroup context. After this necessary war-fighting trainingcomes the important mission-specific training that gets every-one into the right frame of mind for peace support operations.This training is very well supported by the Peace SupportTraining Centre in Kingston, and includes law of armed con':flict, rules of engagement, media training, first aid, foreignweapons handling, mine awareness and combat stress condi-tioning. All of this training is concluded with a brigade-con-trolled field training exercise that serves o confirm the opera-tional fitness of the units, and is followed by operational dec-larations made by each commander up to the next higher levelin the chain of command. Embarkation leave then takes place,followed by deployment.

D uring the mission, made a point of being away fromthe headquarters hree o four days every week o visit

the Canadians n the five camps and in each of the multina-tional divisional (MND) headquarters in Banja Luka(MND(South-West)), Mostar (MND(South-East)) and Tuzla(MND(North)), as well as at Headquarters SFOR inSarajevo. I also called on our ambassadors n Zagreb anSarajevo. I had at my disposal a Griffon helicopter, whichreduced a one-way ground rip from the northern o southernend of the area of responsibility rom ten hours o three. Mystaff had my utmost rust, and they did not need me presentall the time. Before each rip I would be briefed on he ssuesand, even more mportantly, on whom was o meet. I madea point of knowing the name of every officer and seniorNCO, and recognizing he contribution that he or she wasmaking. I impressed upon my chain of command hat thesevisits were not intrusive or command performances, ut inthe spirit of genuine nterest of who they were, what theywere doing, and how I as Task Force Commander coulmake their lives better. On each visit I would spend a nighwith the troops o better get a feel for the atmosphere. tookwith me my human ntelligence team o quietly measure hesituation; my RSM,of course, o get thereal unfettered nfor-mation from the resi-dent senior NCOs,my staff officer to geta feel for the views ofthe junior officers,and my MasterCorporal driver whounobtrusively captured he mood of the NCOs. F9r eachvisit I also mpressed upon he cas that whoever was available to host me was sufficient, no matter what the rank. Italmost goes without saying that all leaders must know theirtroops, but a transformationalleade1; n addition to knowinghis troops well, must make a connection with them anddemonstrate hat he genuinely ares and has heir best nter-ests at heart.

Answerable to the DCDS for each of the 1656 positions, Ihad to substantiate he real mission need and value of the con-tribution, especially at each of the divisional and SFOR head-quarters. NATO has an insatiable appetite for Canadian staffofficers because of our 'can do' attitude, and NATO will con-

tinue to ask for more. This is very important, because or everyperson out on a tour, at home four to five others and their fam-ilies are affected. ,

I assumed ommand rom my long-time friend ColonelTim Grant in Velika Kladusa on 3 April 2001, and handedover to Colonel Denis Brazeau on 3 October 2002. At thebeginning and end are the change of command boards ofinquiry, and prior to and upon redeployment re he mission

commander reports, briefs and debriefs to the CDS andDCDS. I presented my End Tour Brief to the Joint (J) Staff,the DCDS and the CDS at a post-Daily Executive Meeting(DEM)21 on 14 November 2002.

On two occasions, in addition to my routine weekly vis-its to each camp, I insisted that all personnel, civilian and mil-itary, be available for a Commander's Hour. These occurredat the end of the first month in the theatre and at the tour'shalfway mark -the time when complacency and boredomoccur and, as a result, accidents become more likely. A monthinto the tour was right, as all had settled into their jobs andtheir environment, and the chain of command had had ampletime to impose their influence. I spoke to everyone about my

Worthy of note is the pre-deployment office calls allnational commanders have with each of the CDS, DCDS andforce-generating environmental Chief -in my case, he Chiefof the Land Staff. Each stressed heir full support and uncon-ditional confidence in the Task Force's ability to meet the mis-sion's challenges. This application of transformational leader-ship did much for my morale, and confirmed to me that evencommanders need morale boosts from time to time. It also




role, their role, my expectations of them and what they couldexpect from me. It was especially important to foster a unityof team effort out of a disparate group of Canadians -mili-tary from formed units, individual augmentees, bot!) RegufarForce and Reserve, civilians from the CSP and the CFPSA -all having varying degrees of expectations and experience.

Since they were subjectto the same standardsof discipline and quali-ty of l ife, they all had tobe treated equally. Thediffering standards,military cultures andnorms of other contin-gents was a challenge,as was maintainingCanadian standards inthe large multinational

camps, such as for the fifty Canadians at SFaR Headquartersin Sara~vo and the eighty at MND(SW) Head~u.arters inBanja LIik,a..1 therefore spoke to all personnel, mIlItary andcivilian alike. I spoke to such ssues as negligent discharges,

fraternization, drugs and alcohol, security of weapons \indammunition, speeding and vehicle safety, applying the'buddy system' especially on R & R, and rumour manage-ment. I appealed to them not to 'let themselves down', and inso doing, let down their section, platoon, company, unit, theTask Force, and Canada. Guilt can be a compelling tool!True transformational leadership is contagious -when youdemonstrate a genuine caring for them, they will place ahigher value on themselves and care for each other: At theend of each session demanded questions. The mental gym-nastics were great fun and the highlight of each visit.

operations has primacy, mission accomplishment was clearlynumber one. Following closely was furthering the evolutionand support to the mission of the CSP and the CFPSA. Inaddition to getting to know as many people in uniform as pos-sible, I enjoyed interacting with the highly committed anddedicated Canadian civilians belongingio 28 CFPSA and 177CSP. Both of these nitiatives were commenced in Rotation 7-CFPSA to improve the morale and welfare support to theTask Force; and CSP to have Canadian civilian ~upport per-sonnel fromATCO-Frontec assume he basic static camp sup-port functions from those in uniform. CSP allowed all thosein uniform to focus on the mission outside the camps, and alsoprovided some relief to the so'"..:called endangered specitrades, such as cooks, firemen and construction engineerswho, due to their small numbers, high demand and resultantrepeated deployments, have been withering recently. It can besaid with confidence that Rotation 8 advanced these two proj-ects considerably.

An unspoken objective of mine, but one that I disclosednearer o tour end, was my wish to bring everyone home alive.Of course, long before we arrived in Bosnia, I spoke to the

issues of training and operational safety. Death is always anelement of what we do. I did not want to create unduly a risk-averse environment for the chain of command, but merely tohighlight the exercise,of common sense so as not to put anyoin harm's way needlessly. Few things done in Bosni~ are worththe life of a Canadian. .

Key to the process of communicating is the means, and Iused every means possible. Arguably, the most important

operations order annex in any domestic operation or peacesupport operation is the Communications or Public Affairs(PAFF) annex. In peace support operations it equals, if notexceeds, he importance of the Fire Support annex. Therefore,I paid close attention to my media plan, and in concert withmy very capable PAFFO planned our media training and thescope of media visits from Canada. After the closure ofEritrea in June, we were the object of the media's affectionand had two very successful and well-covered media visits.We used every visit as a means to communicate, whether thevisitors were Honorary Colonels, VIPs, Assistant DeputyMinisters or our own Minister. Visitors did not get a free ride:we gave them a message o take home. So important was thiscommunication that I would personally brief visitors onarrival, then let them loose into the AOR with the units. Priorto departure I would personally out-brief them to ensure thatthey were taking home the correct information and facts ratherthan perception or rumours -rumours that could have thepotential to cause us to 'chase our tails' later responding toMinisterial Inquiries. Transformational leaders manifest thepersona or the conscience of the group and share with thegroup what the outside world is thinking about them. As such,

I promoted amongst he visitors the expectation that the troopswould appreciate very much an expression of the value oftheir six months of dedication to the mission and the sacrificesmade by their families. \

Well in advance of deployment I detemlined what I want-ed to achieve in the six months of command on operations. As

The limitation of length precludes n examination f mdealings with the other national ommanders the brigacommanding he British and Netherlands contingents, hecolonel commanding he Czech Republic contingent, upeNATO commanders and the national chain of commanHowever, a few words on my approach o commandingcers are warranted.

A transformational leader cultivates opportunities orgrowth and development or his troops and ensures grthrough mentoring or tutoring. With respect o my immedi-ate subordinates, was very conscious hat none had expence as a commanding officer on an operation, even homany had been sub-unit commanders at the company,toon or troop level, and most had been on operations nthose positions previously in the Balkans. Consequently,each had to be mentored appropriately. For a six-monthtour, one must get to know one's commanding officersquickly and determine which of them thrive under missionor descriptive command, and which of them are more pro

ductive with prescriptive or directive command. I balancedoversight with their freedom of action. As a strong believthat a healthy command climate needs o be pushed downfrom above, and that soldiering should be fun, I wantedthem o enjoy their operational ommand as much as posble. That said, I d¥i conduct morale checks on them, asalthough one is never lonely in command, one is aloncommand. Their only respite is in the presence of commanders, way from their charges. No cracking of thewhip was needed with my command team; they onlyrequired a bit of reining-in. I had to monitor and protectthem from themselves by ordering them to slow down anset a gentler pace. An abundance of keenness be

pparent about he midway point of the tour before any ofthem had had their family reunion trip home. Upon returnto theatre, my commanding officers had a better perspe



and, with mission success and the tour end in sight, wereless demanding of themselves and their subordinates. Istress hat this was not a big issue. It is mentioned because,like fun and a healthy command climate which need o comefrom the top down, so does command rhythm or tempo.Leaders and commanders need to set an example of self-moderation n this regard. Responsibility and six months ofno life but operations breeds a culture of work that is veryintense. I could not have asked for a finer command eam

-outstanding soldiers and gentlemen all.

and out of appreciation for their hard work my staff and Ilooked upon ourselves as extensions of the J Staff. Also, it wasimportant for all of us to understand the differing staff battlerhythms between NDHQ and Bosnia, and the six-hour time dif-ference. In Bosnia we worked around the clock, seven days aweek, and we had one job -the relentless pursuit of the mis-sion. The J Staff had to march to the morning briefing timingsof the Daily Intelligence and Operations Briefing, as well asthe Daily Executive Meeting. They had other missions to man-

age and operations to mount, so we were not the only missionon their 'radar screen'. The dispatch of the Task Force Harvestsquadron group to Macedonia for the month of September andOperation "Apollo" are but two examptes.

Having discussed the command relationship with sub-ordinates, a brief examination of the relationship betweenmy headquarters and the staffs at various levels is appropri-ate. Staff procedures and principles are very simple; it is theapplication that is challenging. A transformational leaderunderstands the relat ionship of trust to engendering amongsubordinates an environment of self-realization that causesthem to perform and exceed their Iown expectati9,ns. Staff officersneed leadership tis.well, so caremust be devot:ed to fosteringstaff team cohesion. Issues mustbe handled at the appropriatelevel, with the big issues savedfor the commander.

An essential element of the superior-subordinate relation-ship s establishing 'command rhythm' -that common under-standing between both with respect o when, how and how fre-quently they interact. From a leadership theory perspective, it

Gone are the days of the mil- Iitary message system when therewas adequate time for considera-tion and deliberate responses.Today, with so many means ofcommunicating instantly, espe-cially e-mail where peopleexpect an immediate response, Ihad to be strident about disci-plining the flow of information Ito and from NDHQ. Early on,

the pervasive 'tech net' started tousurp the 'command net', and wein Bosnia found ourselves beingambushed by well-meaning butunthinking NDHQ staff officers. G b I . t th 2 d R . t R I C d. H A .11 f.. GI BI h ld k .u ns e ong lng 0 e n e glme n, oya ana I an orse rtl ery I ring on a range near am oc, osrn a.

requent y t ey WoU s IP our Herzegovina, May 2001.

headquarters and go directly tounits, and thus the headquarters staff could not provide 'topcover' for the units. This was never a bottom-up issue noran issue with the J Staff. For example, one NDHQ civilianagency would include, as a default setting, the DCDS noless, as an info addressee on e-mails. This was a classicexample of elevating staffing to the inappropriate level. Wewould then have to keep the DCDS informed on this mun-dane issue, an issue with which he did not need to beinvolved. The point here is that issues must be staffed at theappropriate level and elevated sparingly. The same appliesto the use of your 'silver bullet'. This was never an issueduring my experience.

is about finding a comfortable balance or point on the contin-uum that has directive, prescriptive, transactional leadershipat one end of the continuum and descriptive transformationalleadership at the opposite r!nd of the continuum. Never havingworked with the Chief of Staff J3 before, and having said thata six-month tour does not afford the luxury of time to get toknow each other, he and I still established a good relationshipvery early in the tour.

We sought o mentor"protect and provide leadership othe subordinate taffs. We also worked o honour he princi-ples of battle procedure, lways appreciating wo-down andgiving simple and clear direction one-down. Of course, onlythey can udge the degree o which we were successful. Ourdealings with all levels of international taffs were conductedknowing that we, as the national headquarters, epresentedCanada: we were friendly, approachable nd diplomatic. Weunderstood he cultural differences between he contributingnations, and the mindsets and differing standards of theirarmed orces.

The J Staff, without exception, were outstanding. Theyprovided the continuity between each Rotation, as all havemanaged t least wo or three Operation Palladium" otationsand they know the background, specially he past decisionsand direction given by the CDS and DCDS. This s a depth ofknowledge hat one could not possibly grasp n the short six-month window attached o the DCDS branch or operations,




THE STRATEGIC TASK FORCE fellow Task Force Commander. contacted im everymorning or the duration of his mission., c onflict is waged on three levels -the strategic, opera-

tional and tactical. Each level is defined according tothe nature and purpose of the military operations being con-ducted and the outcomes they are intended to achieve. They

are not dependent on thesize of the forcesengaged or the level ofcommand involved.Although the levels ofconflict form a hierar-chy, there are no sharpboundaries, and theyoften overlap."22 Theunits of the task forcewithin the CanadianAOR, and divisional

missions within the divisional AOR such as the OffensiveSupport Group, operated at the tactical level. Outside the divi-siona1: ~t.within the SFOR AOR, it could be argued that ourunits 'cpnducted tasks at the operational or theatre level. Thedispatch of the Task Force Harvest squadron group toMacedonia for the month of September was an example of atactical level sub-unit crossing the operational level to act andhave an influence at the national-strategic level and, in sodoing, garner Canada international recognition}3 Reinforcingthis was the level at which I interfaced with the national chainof command, answerable to the CDS: I was interfacing at themilitary-strategic level.

CONCLUSION

H aving previously described my command experience adiscussed he variOl)S heories and concepts of leadershi

a retrospective analysis reveals that in most cases I appliedtransformational leadership -not only because t was appropriate to the mission, but also because t best suited my nature

Canada continues in its long tradition of peace suppoperations in the Balkans ffirough Operation "PalladiumThis worthy commitment has influenced past and preseCanadian servicemen and women, and will likely influenfuture members of the Armed Forces. As the geopolitical anmilitary situation changes, so too must the mission evolve meet the requirement. Rotation 8 carried on this traditiowhile primarily acting at the tactical and operational leveHowever, it also had the unique opportunity to impact at thstrategic level. In the preceding, I have attempted to describmy style of leadership as applied on an operation in relation tleadership heory and, given the right level of properesourced raining and the participation of talented, committedprofessional people, describe the ease n which operations canbe conducted succ~ssfully.

Task Force Bosnia Herzegovina continues to make a military difference to the maintenance of a safe and secure envi-ronment in order to permit nation building. The CanadAnned Forces continues to make a difference in Bosnia -adifference of which all Canadians can be justifiably proud.arlier I mentioned the morale boost I received from the

confidence expressed to me by the CDS, DCDS, and CLS.Remembering this, I made a point of contacting our Task ForceCommander in Macedonia and offering him my support as a

22. Canada's Amy -B-GL-300-000/FP-OODepartment f National Defence, 1998), pp.23. Krolak, General Charles. The fonner Comof the U.S. Marine CO1:pS as described he prfuture reality of warfare in his concept of thStrategic CO1:poral: eadership n the Threewhere In one moment n time, our service mbe feeding and clothing displaced efugees provihumanitarian ssistance. In the next moment, hebe holding two warring tribes apart conducting keeping perations. Finally, they will be ighting ly lethal mid-intensity battle. All on the samwithin three city blocks. It will be what we call tBlock War." In this article he posits that he sucfutUre humanitarian assistance, eacekeeping r ttional warfighting missions will depend on themade by slnall unit leaders, and by actions alowest level. Most importantly, these missiorequire them to confidently make well-reasonesionsunder extreme stress decisions that will subject o the harsh scrutiny of both the media ancourt of public opinion. In many cases, he indiMarine will be the most conspicuous symAmerican foreign policy and will potentially innot only the immediate actical sitUation, ut t he tional and strategic evels as well. His actionswill directly impact he outcome of the argerand he will become ..the Strategic Co1:poCorps Gazette, ol. 83, No. I, January 1999

I. Crabbe, LGen R.R, "The Nature of Command," TheH~n in Command, McCann, Carol and Pigeau, Ross,eds" (New York: KIuwer Academic/Plenum Publishers,2000), p. II.2. Ibid,pp.II-12.3. The audtor has discussed his concept n a number ofoccasions widt its proponent, General ret'd) Fred Franks,US Army, former Commander RADOC and Commandervn (US) Co!-ps n Operation Desert Storm."4. Northouse, Peter G, "Introduction," LeadershipTheory and Practice (Thousand Oaks, CA: SagePublications, 1997), . 25. Ibid, pp.I-12.6. Okros, Captain(N) A" NSSC 4 Lecture -ExecutiveLeadership, April 4, 2002.7. Northouse, bid, pp. 4-5.

8. Ibid, pp. 130-147.9. Bass, Bernard M" Transfonnational Leadership:Industry, Military, and Educational Impact (Mahwah,New Jersey: ErlbaumAssociates, ublishers, 1998), . 2.10. Ibid, p. 4.II. Ibid,pp.130-140.12. Ibid, p. 5.13. Ibid, pp. 5-6.14. Among dte many books available, read FitzroyMaclean, Eastern Approaches London: Jonadtan Cape,1947), Richard Holbrooke, To End a War (New York:Random House Inc" 1999), and Michael Ignatieff'sBlood and Belonging Journeys nto the New Nationalism(Toronto: Penguin Books, 1993) and The WarriorsHonour: Ethnic War and the Modem Conscience New

York: Metropolitan Books, 1997).15. Ambassador am Hanson, Canadian mbassador oBosnia-Herzegovina, April 2001. Throughout my touras commander, was fortunate o be 'coached' by bothAmbassador Hanson and our Ambassador o Croatia,Ambassador Dennis Snider.16. Keegan John, The Face of Battle (New York:Viking, 1976). In this popular primer and classic, heauthor writes rom the soldier's perspective t he acticallevel of the sights, sounds and smell of the battlefield.17. Clancy, Tom, with General ret'd) Fred Franks, ntathe Stann: A Study n Command (New York: G.P:Putnam's Sons, 1997), . 47.18. Most of the principles of leadership leamed duringmy f irst regimental our. It was put succinl'tly o me bymy first troop Warrant Officer: "All we need rom you s

that you don't embarrass s, that you know he echnicalaspects of your job, that you be fair, firm, consistent,friendly, and, n the inal analysis, show hat you care and.have our best nterests t heart." WO Herb Boehmer, 1stTroop, A Squadron, 8th Canadian Hussars.19. Wintle, Justin (ed), The Dictionary of WarQuotations (London: Hodder and Stoughton, 1989),p.128.20. Make sure hat the public address ystem works inorder or all to hear your 'bon mots'!21. The Daily Executive Meeting ncludes all group prin-cipals: the Deputy Minister, the CDS, the Chief of theMaritime Staff CMS), he Chief of the Land Staff CLS)and he Chief of the Air Staff CAS), or their representa-tives, normally heir Assistants ACMS, ACLS, ACAS.

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