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And,
aspects
like
to
understand
psychology,
psyche,
behaviour,
we
should
leadership,
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4.
the job done by the led. It influences them to accomplish any task
with spirit, enthusiasm and initiative. From the organisational
perspective it is noticed that a leader can motivate and handle his
men by understanding their behaviour. The key to development of
leadership qualities is to analyse soldiers psychology. Knowledge
on human nature is therefore fundamental for effective command
and leadership in war. The military leader must know his men, their
capabilities and limitations, as well as their strengths and
weaknesses, to ensure optimum performance. A leader can only
manage his men if he correctly evaluates and understands their
problems. This understanding minimises the gap between the
leader and the led (BLANK).
5.
is to discuss the technique of understanding the psyche of undercommands that will help us to become good military leaders.
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7.
b.
c.
3
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that
influence
human
character,
i.e,
socio-cultural
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Let
us
now
see
how
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9
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e.
spiritual,
psychological,
environmental
and
ethical
morale
brought
victory
in
many
battles.
Good
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leader and the led. He said, Wars may be fought by weapons, but
they are won by men. It is the spirit of the men who follow and the
man who leads that gains victory.
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half-starved army and made it fight, how he gave it the energy and
momentum to march and fight as it did, how he dominated and
controlled Generals older and more experienced than himself, then
you will have learned something. Napoleon did not gain the position
he did so much by study of rules and strategy as by a profound
knowledge of human nature in war.
29. Gentlemen, a person may be evaluated differently by his
employer, subordinates, spouse, children, friends and relatives.
Therefore, to gain a full understanding of an individual we must go
beneath the outer appearance and study his inner personality
structure. The consistency of personality has its origin in the
consistency in an individual's behaviour over a period of time and in
a range of different situations. A sincere and deliberate effort is
required by military commanders like you to get into the personality
of a soldier in order to be able to influence his behaviour and action.
30. All people have the potential for good and bad behaviour. One
of your most important jobs as a leader is to suppress the bad,
bring out the good, and direct that good behaviour to the
accomplishment of your mission. Most people want to do the right
thing, but unfortunately, many lack the moral fibre or character to
behave well under temptation or stress. A leader must realize this
and know the conditions that bring out the good and the bad in
people. He can then encourage the good and suppress the bad
(BLANK).
31. Why do such acts occur as in the case of the patrol? Actually,
a thin layer of civilization separates people from their savage
desires.
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b.
b.
c.
d.
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To
remain
natural
and
too much, Let the soldier do the talking, stay with the topic being
discussed, and avoid interrupting. Speaking only when necessary
reinforces and stimulates the soldier. Silence can sometimes do this
too. Occasional silence may indicate that the soldier is free to
continue talking; a long silence can sometimes be distracting and
make the soldier uncomfortable.
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understand the first two parts, but the context is often not fully
appreciated. As one communication expert explains, the context of
communication includes what is not said; it also includes shades of
meaning and emphasis; and it even includes ambiguities into which
men can read whatever fits their preconceptions best'' (Explain).
44. All three (BLANK) parts of the communication contribute to
what the receiver hears. Many leaders think they have successfully
communicated once they tell a subordinate to do something. If you
check, you may find that the message was totally misunderstood
(Explain CO CMH msg). A person cannot be confident that he has
communicated with another person until he has feedback that tells
him that the receiver understands the meaning of the message, its
level of importance, and what he should do with it. Remember:
Communication is an exchange, like buying and selling. Both
parties must participate to complete the information exchange.
]
Understanding
subordinates,
identifying
their
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47. Praising subordinates is a simple act that takes little time but
will provide many benefits. With a few positive, encouraging words
and a pat on the back, the leader can recognize and reinforce
desired behaviour and performance. A soldier, who feels that his
leader values his efforts, is likely to continue in those efforts.
48. It is important that a soldier knows he is viewed as a valuable
member of the unit. With praise, leaders can create and reinforce a
positive self-image in their soldiers, making them feel like winners.
49. Corrective measures are part of military life, taken by
commanders at various levels, to improve performance, maintain
motivational level and ensure organisational entity. Leaders at
different levels have to adopt different measures depending on men
or group they command. Corrective measures are intended to
prevent big problems arising from small problems. We should
remember that punishments and administrative actions are not the
first means to deal with a discipline case. Rather, these are the last
resorts for correction and deterrence (Explain).
50. One of the most difficult problems that all leaders face is
finding the appropriate mix of the ''carrot'' and ''stick'' the positive
and coercive tools of motivation. How do you determine the right
combination for various difficult situations? When should you use
the carrot and when should you use the stick? These are difficult but
crucial questions. Your ability to use an appropriate combination of
positive and coercive tools will have a significant affect on the
motivation of your soldiers' and the discipline, cohesion, and
effectiveness of your unit.
51. The major positive tools of motivation are:
a.
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b.
c.
d.
e.
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Q&A.
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and
situations.
persons
individual
and
their
attitude,
behaviour
and
actions.
Soldiers
behaviour in the unit and in war are different. You should find out
what is required for your men under different conditions. It is very
important to remember that you have to be very matured while
dealing with his troops. The basic principle of psychology underlines
that no two men are similar in behaviour and conduct. Every
individual is unique in his own way. You must accept this reality,
understand the differences and consider every single case on its
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own merit. So, you have to adopt different styles in dealing with
different individuals. For example, an emotionally broken down
soldier who committed an offence may require treatment rather than
punishment.
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65. Our needs are constantly fighting with each other, colliding,
pushing, and pulling us in different directions. As a leader you can
add forces that guide people in the direction you want them to go.
You can weaken or eliminate counterproductive forces such as
fears or feelings of despair and hopelessness. A person's
motivation is a combination of his desire and energy directed at
achieving a goal. Motivation is the cause of action. Influencing
people's motivation means getting them to want to do what you
know must be done.
66.As a leader, you must also set the example in everything. If you
show your subordinates how to act, you are teaching them at the
same time. If you follow regulations and SOPs, you show your
subordinates that you expect regulations and policies to be
followed. You also prove your own degree of self-discipline.
Remember that, a young officer or a soldier will pick up your
attitudes and prejudices without being taught and he will often
retain those longer than any of his formal education. Finally, let me
remind you before I go, that all of you are potential unit
commanders. You are all senior enough to have gathered quite a bit
of experience. Our soldiers are basically very simple and loyal.
Their allegiance to the leaders is almost unconditional. Remember
that all successful leaders, both military and civil, had the quality of
human understanding. To get the best out of our soldiers you need
to understand them, care about them and motivate them to be able
to direct their actions in the way you want. (BLANK)
67. Gentlemen, I think I have been standing here in front of you
long enough to completely bore you. It is time to leave. It was really
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