Military Review English Edition July-August 2014 - Page 25

rules of the organizations they lead. To gain widespread credibility with the joint force and policy makers regarding the strategic utility of landpower, senior Army leaders will need to develop the high level of leadership competency that ensures their bosses can make the hard decisions necessary to achieve national strategic objectives. Good leaders learn from experience and develop personal rules over time. Strategic leaders will use the lessons they learn to improve their leadership competency, and they will share lessons they believe could help other leaders improve their competency. As military leaders advance through years of service, they become more focused on managing strategic issues for the MILITARY REVIEW  July-August 2014 Army—issues that affect ever-larger numbers of people and organizations. The Army’s lieutenant colonels, colonels, general officers, sergeants major, and senior Army civilians are its strategic-level leaders. They face the challenges of leading in a way that ensures the Army can apply landpower to achieve positive strategic outcomes across the range of military operations. Gen. Robert W. Cone and Gen. Raymond T. Odierno at Al-Faw Palace, Baghdad, Iraq. The Role of Strategic Landpower Our nation’s land forces must sustain the capacity to dominate traditional land warfare. They must assure allies and deter adversaries. They must compel enemies to change their behavior in ways favorable to the 23