11 Timeless Principles of Leadership (US Army 1948)

The 11 principles of leadership were first developed in 1948 and first published in an Army Field Manual on Leadership in 1951, more than 60 years ago. What is fascinating is that they have been taught, basically unmodified, ever since. Today, they are still used by all the Armed Forces in basic training, including the Marines, Air Force, and Navy, from entry-level privates to officers at all levels. [1]

Prior to entering the Philippine National Academy, I was a college student taking up a Bachelor of Science in Criminology. As part of the curriculum, I enrolled in basic ROTC and eventually joined the advance, wherein I was enlisted in the Philippine Army Reserve with the initial rank of "Sergeant." During those days, we took up the eleven (11) principles of leadership as one of the programs of instruction set forth in the Military Science. We memorized these principles by heart and practiced them throughout our time as ROTC cadet officers.

When I was then able to enter the academy, I came across another diverse type of leadership compared to where I come from. However, I was a little bit disappointed when I learned that most often, we learn by practice and not by the book. Indeed, leadership here is more sophisticated; however, without sufficient knowledge on how to lead your underclassmen, it is like trudging into a journey without a goal ahead. During my time as an underclassman, it was the advent of the transition period in the academy, wherein we had to review all our drills and practices together with the new set of commands and leadership in the tactics group. When it comes to the eleven principles of leadership, it was easy for me to understand and interpret.

Knowing yourself and seeking self-improvement It means that you should be aware of your capabilities and the things that you lack in order to know what to improve or change within yourself. As learning is a continuous process, you should also thrive to improve yourself.

Being technically and tactically proficient. It means that leaders should not only be specialized in one area of specialty because their subordinates expect too much from him as if he is all-knowing. Thus, he should be proficient in all areas of administrative, literary, communications, and field expertise.

Seeking responsibility and taking responsibility for your own actions Leaders should be quick-witted in making judgments and should act with initiative when the situation calls for it. However, every action comes with a responsibility, no matter what the consequences are. As a leader, you should seek responsibility that is in line with your functions and be man enough to be accountable for the results of your actions.

Setting the example. Before you expect your men to do what you want them to do, you should show them how you want them to do it by demonstrating it. You are a leader, not a boss.

Knowing your people and looking out for their welfare. Care is the most intangible reward that you can give to your men. This will build respect and trust with your subordinates. The rank on your shoulder does not give you the proper respect, but in looking out for the welfare of your men, they will return the same care to you as they believe that you never fail them in your tasks.

Keeping your people informed. It means that unit tasks are most effectively accomplished if your people are up to date.

Ensuring the task is understood, supervised, and accomplished Your primary responsibility is to lead your people by making sure that all instructions are clear and understood. You should overlook it until the accomplishment of the assigned task.

Developing a sense of responsibility among your subordinates It means that every single individual on your team should have their own part to play because once the task assigned is accomplished, it may develop a sense of pride and joy among them.

Training your men as a team. The most effective way to develop teamwork and coordination is through training as a team.

Making sound and timely decisions It means that you are quick to make judgments by first assessing and evaluating the situation and ensuring that every member of the team is informed about your plans.

Employing your men in accordance with their capabilities In order to prevent failure and minimize the margin of error, you should be able to assign a task that is doable and practical.

[1] Deierlein, T. (n.d.). 11 timeless principles of leadership (US army 1948). Academy Leadership | News. Retrieved January 11, 2023, from https://www.academyleadership.com/news/201406.asp?fbclid=IwAR2fq-X5aLPmJicqliNOEloJstr7JM0fRYsS-6RxI1cPN1CtWqnfPG6XTQQ