Military Review English Edition September-October 2014 - Page 97

WARRIOR SPIRIT display competencies by doing. The competencies that a leader displays are lead, develop, and achieve results.22 The critical sub-competencies to fostering the warrior spirit are building trust, communicating, creating a positive environment, and becoming a steward of the profession. With respect to the above, the company-level leader is the Army’s foremost steward of the warrior spirit. Company or battery command is the lowest level where legal authorities and command responsibilities are present. This is also the only level of command where almost all subordinates come in contact with their commander on a daily basis. As the commander increases in rank and organizational size the percentage of subordinates he or she interacts with on a personal level decreases. Therefore, the most effective way for senior leaders to maintain the warrior spirit MILITARY REVIEW  September-October 2014 within the Army during peacetime is to enable the company commanders to take aggressive, calculated risks in training. In order to enable company-level leaders to engender the trust and confidence of multiple command echelons above them, additional training and education are necessary. To this end, adjustments within the institutional Army military education programs would create a common experience regardless of branch specialty. Attempts at creating such a program formerly existed when all officers attended a common Basic Officer Leader Course (BOLC II) before completing branch-specific BOLC III. The program ceased when wartime requirements exceeded the supply of lieutenants graduating from BOLC III. The Army needed officers on a shorter timeline than BOLC II plus BOLC III could produce them. Reintroducing BOLC II to the training regimen for newly commissioned lieutenants would again provide officers the necessary common experience at the outset of their careers. Irrespective to changes away from BOLC II, adjustments to the Captains Career Course (CCC) since the beginning of the war have endured and demonstrate that the Army values leadership instruction at the highest level, and equally values a baseline of leadership training in all branches of service. Every captain begins their CCC instruction with a common block of instruction. This adjustment of CCC curriculum across all Army branches is stipulated in AR 350-1. While branch courses still contain specific tactical, technical, and staff instruction there is a separate, common-core portion of each course that is identical across the Army.23 A review of the Field Artillery Officer Advanced Course, the precursor to the CCC program of instruction from 1978, reveals 39.7 hours of instruction directly related to leadership in a 26-week curriculum.24 The common-core instruction in 2010 provided students with 44 hours of leadership in only an eightweek curriculum. In the case of the 2010 Field Artillery CCC, consisting of 24 weeks of instruction, another 119.9 hours in the classroom are dedicated to battery commander-specific leadership training.25 This serves as a concrete example of the importance that the Army places on leadership development. More importantly, the increased emphasis on leader development is meant to perpetuate the warrior spirit. 95