Instituto de Estudios Políticos y Derecho Público "Dr. Humberto J. La Roche"
de la Facultad de Ciencias Jurídicas y Políticas de la Universidad del Zulia
Maracaibo, Venezuela
Esta publicación cientíca en formato digital es continuidad de la revista impresa
ISSN-Versión Impresa 0798-1406 / ISSN-Versión on line 2542-3185Depósito legal pp
197402ZU34
ppi 201502ZU4645
Vol.41 N° 78
Julio
Septiembre
2023
Recibido el 08/02/23 Aceptado el 11/05/23
ISSN 0798-1406 ~ Depósito legal pp 198502ZU132
Cues tio nes Po lí ti cas
La re vis ta Cues tio nes Po lí ti cas, es una pu bli ca ción aus pi cia da por el Ins ti tu to
de Es tu dios Po lí ti cos y De re cho Pú bli co “Dr. Hum ber to J. La Ro che” (IEPDP) de la Fa-
cul tad de Cien cias Ju rí di cas y Po lí ti cas de la Uni ver si dad del Zu lia.
En tre sus ob je ti vos fi gu ran: con tri buir con el pro gre so cien tí fi co de las Cien cias
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avan ces o re sul ta dos de in ves ti ga ción en las áreas de Cien cia Po lí ti ca y De re cho Pú bli-
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Eduviges Morales Villalobos
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Re vis ta Cues tio nes Po lí ti cas. Av. Gua ji ra. Uni ver si dad del Zu lia. Nú cleo Hu ma nís ti co. Fa-
cul tad de Cien cias Ju rí di cas y Po lí ti cas. Ins ti tu to de Es tu dios Po lí ti cos y De re cho Pú bli co
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Vol. 41, Nº 78 (2023), 554-563
IEPDP-Facultad de Ciencias Jurídicas y Políticas - LUZ
Formation of military political
leadership through the lens of history
DOI: https://doi.org/10.46398/cuestpol.4178.38
Kira Horiacheva *
Anatily Yurkov **
Andrii Savchenko ***
Nataliia Snapkova ****
Dmytro Kilderov *****
Abstract
By means of a documentary analysis methodology, the
purpose of the article was to determine the main characteristics
of the formation of military political leadership. The sources of
the study are the classical works of Greek philosophers: Plato,
Aristotle, and also the treatise “The Art of War”, in which the
famous Chinese general Sun Tzu stresses the need for self-control,
emphasizes the possibility of avoiding confrontation without a
prior in-depth analysis of the situation and one’s own capabilities. In the
process of research, the authors dened the concept of the military-political
leader, as well as highlighted the fundamentals of the quality of the leader’s
personality. The authors come to the conclusion that the military manager
is a professional leader, a person who has special knowledge, talent and also
has some information about the news in the eld of combat organization,
the use of weapons and management of a military organization. He is also
a person who not only knows how to inuence subordinates to his will, but
also knows how to organize teamwork and be responsible for his actions.
Keywords: political-military leader; personality traits; military unit;
leader image; historical perspective of leadership.
* Taras Shevchenko National University of Kyiv, Ukraine. ORCID ID: https://orcid.org/0000-0003-
1503-4425
** Military Institute of Taras Shevchenko National University of Kyiv, Ukraine. ORCID ID: https://
orcid.org/0000-0002-
7196-171X
*** National Pedagogical Dragomanov University, Ukraine. ORCID ID: https://orcid.org/0000-0002-
1525-6258
**** National Pedagogical Dragomanov University, Ukraine. ORCID ID: https://orcid.org/0000-0002-
2706-9687
***** National Pedagogical Dragomanov University, Ukraine. ORCID ID: https://orcid.org/0000-0001-
9414-8150
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CUESTIONES POLÍTICAS
Vol. 41 Nº 78 (2023): 554-563
Formación de liderazgo político militar a través
de la lente de la historia
Resumen
Mediante una metodología de análisis documental el propósito del
artículo fue determinar las principales características de la formación del
liderazgo político militar. Las fuentes del estudio están conformadas por las
obras clásica de los lósofos griegos: Platón, Aristóteles, y también el tratado
“El arte de la guerra”, en el que el célebre general chino Sun Tzu subraya
la necesidad del autocontrol, hace hincapié en la posibilidad de evitar el
enfrentamiento sin un previo análisis profundo de la situación y de las
propias capacidades. En el proceso de investigación, los autores denieron
el concepto de líder político-militar, así como destacaron los fundamentos
de la calidad de la personalidad del líder. Los autores llegan a la conclusión
de que el gerente militar es un líder profesional, una persona que tiene un
conocimiento especial, talento y tiene además alguna información sobre las
noticias en el campo de la organización del combate, el uso de armas y la
gestión de una organización militar. Igualmente es una persona que no solo
sabe cómo inuir en los subordinados a su voluntad, del mismo modo, sabe
cómo organizar el trabajo en equipo y ser responsable de sus acciones.
Palabras clave: líder político militar; rasgos de personalidad; unidad
militar; imagen del líder; perspectiva histórica del
liderazgo.
Introduction
• Problem statement
The history of human life demonstrates that people live and act in
dierent group associations. Thus, there is an impact of both formal and
informal leaders on the individual, as well as their (leaders) importance on
the development of society and humanity in general. On the assumption
of the creation of a group that involves more than two people, there will be
a division of people into groups – those who lead the group and followers
– who are subordinate to a certain extent to the recognized leader in
this community. The appearance of a chain of command is inevitable if
quantitative growth of the group occurs. At a certain stage of its existence,
some members of the group begin to play a more active role in common
livelihoods organization and become leaders (Metelska, 2022).
The military unit can be considered as a group with variable size because
its members constantly arrive to or depart from it. However, its core
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Kira Horiacheva, Anatily Yurkov, Andrii Savchenko, Nataliia Snapkova y Dmytro Kilderov
Formation of military political leadership through the lens of history
members remain the same. Changes in this group are due to the expiration
of service, rotation, and other factors.
• Literature review
The issue of military leadership has its origins in ancient times and
was determined by such commanders as Sun-Ji, Alexander Suvorov,
Mikhail Kutuzov, and Helmuth von Moltke the Elder. The issues of public
administration, monarchy, aristocracy, and leadership have long been
reected in the philosophers Aristotle, Plato, and Confucius. Michael
Armstrong, Max Weber, Mykola Berdyaev, Niccolo Machiavelli, F. Taylor,
and many others analyze the problem of leadership and single leadership
in governing bodies already in the scientic context. In modern science E.
Egorova-Gantman, L.E. Orban-Lembryk, V.S. Pokalyshyn, S.Y Polyakov,
V.V. Stasiuk, and others develop the problem of leadership and organization
of military management in modern socio-economic realities (Taylor, 2002;
Taylor, 2014).
The problem of establishing leaders has been actual since ancient times
(Hretsa et al., 2022). But a systematic, purposeful study of the leadership
principles began with F. Taylor studies (early 19th century). Early research
aimed to discover successful leaders’ qualities or characteristics. According
to the “great people” theory, the best leaders have a certain set of general
and individual qualities. Research has shown that there is no such
combination of individual qualities that all successful leaders have, because
the leadership eectiveness is situational.
The domain of leadership as the eectiveness of military leadership
was chosen by us not by chance, but because human history has shown a
fruitful synthesis of prominent generals, military and political leaders of
states, empires, republics of Persian kings Cyrus and Darius, Indian king
Ashoka (Asoka), Roman leaders Gaius, Marcus Anthony, Julius Caesar,
Russian emperor and general Peter I, Ukrainian Hetman B. Khmelnytsky;
Napoleon Bonaparte, in the twentieth century. D. Eisenhower, S. de Gaulle
in the XXI century.
The purpose of the article is to conduct a scientic and practical analysis
of the history of development and formation of military leadership on
the example of ancient China, to reveal the philosophy of leadership in a
historical perspective, to illustrate modern requirements to the military
commander as the sole leader of the military structure.
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1. Methods
In the framework of the study authors used general scientic research
methods including specialized research methods of comparative history
science, logical and legal analysis, and concretization. The methodological
basis of the study is constituted by the epistemological method.
In the course of the study, we analyzed legislation and historical
literature, a comparative analysis of international approaches of leadership
formation.
2. Results and discussion
Until the beginning of the twentieth century Plato was one of the rst to
raise the problem of leadership. He suggested three types of leaders in his
treatise “State”:
a) philosopher - a statesman who governs the republic on the basis of
reason and justice;
b) a military leader who protects the state and subordinates other
people to his will;
c) a businessperson who provide satisfaction of material needs (Bloom
and Kirsch, 2016). Aristotle and later Montesquieu also contributed
to the study of leadership. They identied three types of power.
Aristotle – monarchy, aristocracy and democracy as the power of
one, few and many, respectively, and Montesquieu - despotism,
monarchy and republic. Machiavelli had an undoubted inuence on
modern research on political leadership as well as on the creation of
methods for studying the phenomenon named after him in his work
“The Emperor”, that was written in the XVI century (Ford, 2004).
The famous Chinese mastermind Sun-Tsu is one of the most prominent
military philosophers and strategists of antiquity (Tzu and Giles, 2021).
His works on the art of war were developed by his follower Sun-Bin and
are highly valued by contemporaries. The ability to maintain a balance of
strength and weakness, devotion and agility, attack and peace is a valuable
skill that is still studied in business schools. The science of negotiating,
evaluating the enemy and always achieving personal goals is still the
primary task for modern managers and is especially important for a modern
commander of a military unit.”
Considering leadership in foreign sources prior to the beginning of the
20th century, it would be better to start with the fact that the disputes about
leadership are more than two thousand years old. Even in ancient China
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Formation of military political leadership through the lens of history
during the time of Confucius, there were discussions about what is more
important for leadership – power, control, or knowledge of the laws. In the
3rd century BC. Believed that the main purpose of the art of government –
to separate the loyal and crafty ocials, to test their abilities and monitor
success in order to strengthen government based on the law (Schiller, 2011).
In the understanding of Confucius, the welfare of the state should rest
on the education of the people and on their conscious fulllment of the
requirements of state ethics and morality. And the rulers were charged
with the task of correcting the morals and increasing the knowledge of the
people (Schiller, 2011).
Lao Tzu, on the other hand, believed that an educated person was
unhappy. Here is how he explained his position:
If you do not value the wise men, then there will be no quarrels among the
people. If you do not appreciate rare items, then there will be no thieves. If you do
not show what can cause envy, then the hearts of nations will not worry. Therefore,
in governing, the perfect wise man makes hearts empty and their stomachs full. It
weakens their will, but it strengthens their bones. He always strives to ensure that
the people do not have knowledge and passions, and those who have knowledge
would not dare to act ... (Tzu, 2011: 36).
An example of such a government is Sparta, which gave the state great
commanders, but not a single philosopher. Sparta as a state existed for ve
hundred years and only after departing from the laws given by Lycurgus
did it fail. Two circumstances contributed to the fall of the state: greed
burst out, which nestled somewhere in the depths of the consciousness of
the citizens of Sparta, and the actions of those with knowledge despite the
prohibitions.
The book Science of Victory (Nauka Pobezhdat) written by the
outstanding generalissimo of the Russian army A. Suvorov is the greatest
contribution to the military management treasury.
Mikhail Kutuzov (1745-1813), in the new changed conditions of the
war, relied on his activities on the sta, fully using it to exercise command
and over the troops. Consequently, he substantiated and created the line-
and-sta structure of the army, 100 years ahead of the classic of American
military management G. Emerson (1853-1931), who substantiated the
line-and-sta management in production, using the works of the military
theoretician of the Prussian Field Marshal General Molke the Elder (1800-
1891).
As noted by L. Orban-Lembrik, “the commander must stick to the
following points to conduct proper assessment of the situation and make
all necessary adjustments to his/her activities:
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1. To have sucient understanding of the abilities and capabilities of
subordinates;
2. To know your own abilities, capabilities;
3. To understand the nature of the goals and objectives faced by the
group (organization);
4. To be clearly aware of the needs, interests and aspirations of group
members;
5. To see clearly the lines of authority;
6. To be able to carry out the assessment of the accuracy of information
and to strengthen the information on the basis of which the decisions
and action plans are made and implemented” (Orban-Lembrik,
2003).
Throughout the Art of War, Sun Tzu emphasizes the necessity of self-
control, insisting on avoiding engagements, without deep analysis of the
situation and friendly forces capabilities. Haste and fear or cowardice, as
well as anger and hatred, are unacceptable when making decisions in the
state and in command. The army must never be hastily engaged, pushed
into war, or assembled without important reasons. Instead, restraint
should be exercised, although every eort should be made to ensure the
invincibility of the army.
In addition, some tactical situations and types of terrain should be
avoided and, if so, they should become advantages. Special attention should
then be given to the implementation of the campaign’s strategy and the use
of appropriate tactics to defeat the enemy (Tzu and Giles, 2021).
The basic principle is, “Go forward where you’re not expected; attack
where they’re not prepared.” This principle can be realized only thanks
to the secrecy of all actions, complete self-control and iron discipline in
the army, and also “incomprehensibility”. Throughout the book, Sun-Tzu
discusses the most important problem of command: the creation of a clear
organization controlling disciplined, obedient troops.
The essential element is the spirit known as chi, the most important
life power. This component is associated with will and motivation; when
people are well-trained, properly fed, clothed and equipped, if their spirits
are ignited, they will ght ercely (Tzu and Giles, 2021).
However, if their physical condition or material conditions dull their
spirit; if, in the relations between commanders and subordinates, the
people have lost their motivation; army will be defeated. On the contrary,
the commander must manage the situation so as to avoid the enemy when
he is strong in spirit - as, for example, at the beginning of the day - and
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Kira Horiacheva, Anatily Yurkov, Andrii Savchenko, Nataliia Snapkova y Dmytro Kilderov
Formation of military political leadership through the lens of history
take every opportunity when this condition weakens and the troops are
unwilling to ght, such as when they return to camp.
Sun Tzu in his treatise “The Art of War” (Tzu and Giles, 2021) gives
advice to the military commander that is still relevant for modern iron
discipline in the Armed Forces. First, the commander has ve dangers: if
he strives to die at all costs, he may be killed; if he strives at all costs to
stay alive, he can be captured; if he is quick to anger, he may be despised;
if he is too scrupulous to himself, he may be insulted; if he loves people, he
can be weakened. Secondly, a commander, who during his speech, does not
seek glory, but, retreating, does not evade punishment, who thinks only
about the welfare of the people and the benet of the head of state, such a
commander is a treasure for the state.
And thirdly, if the commander looks at the soldiers as children, he will
be able to go with them to the deepest gorge; if he looks at the soldiers
as beloved sons, you can go with them even to death. But if he is kind to
them, but will not be able to dispose of them; if he loves them, but does
not know how to order them; if they have riots, and the commander is not
able to establish order, this means that they are naughty children of the
commander, and it will be impossible to use them.
Leadership is not just a set of qualities, traits, techniques. It is the
ability to direct one’s eorts to oneself, to a dynamic, qualitative change.
The leader changes others, changing himself at the same time. Hence the
conclusion – you cannot learn leadership; you can become a leader (Bakhov
et al., 2018; Guk et al., 2019).
According to the survey conducted in higher military educational
institutions of Ukraine: “How do you see your commander (leader)?”
For cadets (future ocers) the commander (leader) is a senior comrade,
mentor, bearer of knowledge, culture, morality, the one who is able and
wants to understand and help; it is also the one they look up to and the one
who cannot be neglected. The commanders (leaders) are as demanding of
themselves as they are of their subordinates; they are organizers who value
not only their opinions but those of others as well.
The leadership qualities of a military commander can be seen in
the order. A sense of personal responsibility of a military leader, who is
denitely a commander and has to be able to command is concentrated in
the order. The commander’s order must be prepared in advance and thus
could be realized by the executors.
Therefore, without the commander-to-subordinates cooperation, an
order is like an arrow ying against the wind. Even the suddenness of the
order must be foreseen. Then it will turn into an experienced tension. A
military commander knows how to evoke cooperation not only in deeds
but also in thinking. Only then the soldier can be let o. The order obliges
oneself to act independently (Bakhov et al., 2018; Guk et al., 2019).
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First of all, leadership problems are especially relevant for the army and
navy, where urgent solutions are required in emergency situations. It would
seem, where, if not during exercises, you can select and improve leadership
skills. Daniel Kahneman (2013) in his book “Thinking, Fast and Slow” gives
an example of the selection of future ocers in the Israeli army, which
used the methods developed in Great Britain, in particular, the test “The
ght without a commander”. Eight unfamiliar applicants for the ocer
rank were asked to overcome the obstacle. Observing the candidates, the
experts noted who undertook to command the “operation”, who tried to
show leadership qualities.
The experts were condent that in the future the ocers would act in
accordance with their conclusions regarding their suitability as leaders. In
the future, the experts received information about the candidates’ service.
By processing the feedback data, they were convinced that, alas, their
predictions came true with the probability “a little better than guessing by
the thrown coin”. Understanding that the teaching and the actual situation
are dierent from each other, they inuenced the behavior of candidates.
This is probably due to the understanding of the dierence in the degree of
risk during exercises and under real conditions in battle (Kahneman, 2013).
The current ocer is the leader – the leading ocial who is able to organize
the eective activity of the military formation and lead subordinates.
Jim Collins (2017) in his book “Good to Great” argues that the hierarchy
of skills consists of four levels:
The rst level. Highly professional employee. Actively uses his abilities,
knowledge, experience, ability to organize his work and the work of others.
The second level. Valuable and competent manager. Makes a personal
contribution to the common cause. Eectively interacts with other team
members, organizes people and rationally allocates resources.
The third level. An eective leader. Forms the vision of the group and
consistently ensures that the organization, the team as a whole move along
the planned path. Provides high standards of work quality.
The fourth level. A leader of high professional level. His leadership
allows to achieve exceptional and long-term and stable results due to the
paradoxical combination of outstanding qualities of a leader and managerial
abilities.
Conclusions
Nowadays, a good leader of an organization is a person who is both a
leader and eectively manages his subordinates, there are many examples
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Formation of military political leadership through the lens of history
of such a transformation in the past and today. The combination of the
qualities of a formal and informal leader is optimal for a leader. However,
such a symbiosis in one person of these social roles, especially the roles of
ocial leader and emotional leader is complex, and requires time, desire,
appropriate traits.
According to many scholars, leaders are “born””, but to an even greater
extent they become them through learning, hard individual work, full of
knowledge of practical experience and skills. Based on all this, almost every
competent and far-sighted leader can become a business, in many ways an
emotional leader who looks to the future, developing himself and his team.
Thus, the system of requirements for the level of professional competence
of a commander as a leader of a military unit should include the following
necessary components:
1. Personal qualities: - adherence to the principles of military service;
- self-improvement; result orientation; - responsibility.
2. Information handling skills: - collecting and sharing data; - analyzing
information; - implementing improvements and innovations; -
strategic planning; - making command and control decisions of the
military commander at the appropriate level.
3. Management skills: - using and managing resources; - planning,
organizing, and executing work; - adapting to and managing change.
4. Communication skills: - eective communication; - teamwork skills;
- managing and supporting others.
Accordingly, military leadership cannot be taught; it can be improved,
but only in those whose leadership qualities are inherent in nature. But a
military commander (leader), besides the ability to give orders, should be
taught the ability to understand and execute orders.
Therefore, the basics of military leadership must be known to all, both
commanders and subordinates. Especially when in a combat situation we
have to act in extreme situations, when there is no time to understand and
clarify orders.
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Esta revista fue editada en formato digital y publicada
en julio de 2023, por el Fondo Editorial Serbiluz,
Universidad del Zulia. Maracaibo-Venezuela
Vol.41 Nº 78
