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