The Need for Organisational Resilience Chapter 5

3. The character of the individual is more important than any other requisite in a commander-in-

chief.

4. Finally, a good general is one in whom are united the requisite personal characteristics and a

thorough knowledge of the principles of the art of war. (Adapted from De Jomini 2008, 35)

[TEXT BOX ENDS]

A second limitation on leadership according to Von Clausewitz and De Jomini is the

assumption that leadership comes with rank, that only individuals of the rank of senior

officers – most notably generals – can exercise leadership. As it was a distinguishing factor

of leadership – rank and status - during the eighteenth century (although Napoleon

Bonaparte was a fierce opponent of inherited and conferred nobility, and thus rank), WWI

and in particular WWII saw a rise in elevating non-commissioned officers (NCOs) to be

leaders. In the true essence of decentralisation (see Chapter 4), training and education in

the German armed forces typically included leadership and management as well as service-

specific and combat training.

Officer candidates or cadets (Kadetten) in Germany were judged in terms of their

character as potential leaders, but not using criteria traditionally associated with a Prussian

upbringing: obedience, sense of honour, frugality, love of truth; or love for the Kaiser:

… paramount among the capabilities were Willenskraft – willpower – which covered the

will to become an exemplary officer, the will to succeed in any given task, the will to

force a tactical decision. The will to speak his mind, and the will to remain steady under

pressure. Verantwortungsbewusststein – sense of responsibility – covered another area

and meant being aware of his responsibilities toward the officer corps and the

Wehrmacht in his deeds and having the very important sense of responsibility towards

his men, walking the fine line between a hard-ass superior in a crisis situation and taking

care of his men like a father would his sons, in short, being a comrade. Last but not

least, it meant the responsibility of learning his trade and excelling in his area of

expertise. Finally, the candidate had to display a kämpferisches Wesen – a fighting

spirit, going against any odds, possessing a longing for battle and leading from the front,

not to die if necessary. (Muth 2011, 97)

The German manual for leadership states that even divisional commanders should be

near troops, maintaining close sensitivity to the front line and thus providing credibility to

front-line troops. Zooming in and out, grasping the big picture and the minuiae of a

battlefield, is facilitated by members of staff. It is no surprise that the casualty rate among

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