USMC Marines Manual - Leadership Concepts
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Setting the Example: A Marine’s guide to Ethical Leadership
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There's a problem loading this menu right now. The Corps emphasizes decentralization of command, and trains to subordinate leadership decision-making. This type of emphasis demands altruism in resident leadership. The necessity is a simple matter of numbers. In comparison, the Air Force has one officer for every 4.
As the smallest of the branches of armed forces, the Marine Corps celebrates its low officer numbers because it forces young noncommissioned officers to function as decision makers on their own. The ethical leader must thrive to be just and fair in dealing with subordinates; I commonly refer to this as the burden of leadership.
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Sometimes, in the interest of justice, a hard decision must be made about someone or something that has to potential to emotionally consume the leader. A genuine leader is compassionate and servant, and may shoulder the failures or discipline issues of others as their own. It is in these challenging situations that leadership becomes a burden, because the leader may be forced to punish their best employee or lay-off an employee who they are endeared to.
Avoiding bias and treating everyone fairly is difficult, because natural likening can occur between leader and follower. A personal ethic may demand keeping the single mother who is occasionally late on staff because she needs the income and is a pleasant person to be around, but the professional ethics may demand keeping the higher producing, always reliable, and timely employee whose personal demeanor may be less than desirable on staff.
A leader can only maintain the integrity of their organization if decisions are made free from personal bias and in the best interest of the organization.
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The United States Military seeks to lessen the burden of leadership by imposing law that maintains a separation of the ranks and responsibilities. This archaic method of maintaining a hierarchy helps to maintain firm, fair, and impartial treatment within the organization. Any organization that wants to foster an ethically just environment should consider creating organizational standards that minimize fraternization. I believe that the two most important traits to be an effective leader are 1 integrity honesty , and 2 humility. Humility allows the leader to accept the consequences of their honesty.
The ethical leader fosters esprit de corps and cohesion. Northouse examined the community building characteristics of leadership when unifying under a common goal Northouse, , p. One necessary practice of any organization is to attract people who want to be a part of something larger than self. Recently, he became an entrepreneur and launched his own company: You can find them here and here.
He's my younger brother, but he's a leader--and I doubt I would have later joined the military myself if it weren't for his example. Don't tell him I said that, though.
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With the Marine Corps Birthday just around the corner, I asked him to help me share some of his insights on things great leaders know--expressed in the aphorisms I've heard him and other Marine officers say many times. Check out the other two posts in this series: This is a cooler way of saying that you make your own luck. If you really want to add some gravitas, say it in Latin like Virgil did: The act of moving forward itself can often improve your odds of success.
We have a million of these sayings: This is the saying we use to describe Marines who are always in trouble in garrison, but who turn out to be indispensable and brave in war.
In civilian life, it's a reminder that everybody has something to contribute. A lot of Marine Corps training is fun, but when it's not fun--well, my God.