Inspiring and Connecting: Are Our Generals Leading the Way?

A recent blog post has sparked a discussion about a perceived disconnect between senior leadership and junior officers within the Indian Army. While this perspective has resonated with a select audience on online forums and in informal military conversations, I believe it exaggerates the issue without fully considering the finer details.

In my view, the Indian Army exemplifies the trust and camaraderie that exists between leaders and their subordinates. This bond is fundamental to the army’s operational effectiveness and core values. It is this trust that fuels the courage, discipline, and unwavering commitment that have defined the Indian Army’s legacy. A testament to this trust is the Indian Army’s ranking as the most trusted institution in India ahead of the Reserve Bank of India and the Supreme Court.

I also believe that the leadership of the Indian Army fully recognizes the importance of continuous and positive communication and feedback. The Army has consistently demonstrated its commitment to fostering a culture of open interaction built on mutual respect and a shared sense of purpose.

However, I acknowledge that there is always room for improvement. Even the most cohesive organizations must constantly strive to enhance their leadership environment to maintain effectiveness. The Indian Army is no exception; it should proactively address any early signs of a disconnect between senior and junior officers, confronting and resolving these issues before they deepen.

Setting the Standard: What We Expect from Our Generals

The qualities of great leaders are well-defined, and most senior military leaders possess these traits in varying degrees. However, reflecting on my four decades in the Indian Army, I observed many good generals and senior commanders—but only a few truly stood out as inspirational. It was surprising how only a few commanders passed the test of being not only capable leaders but also inspiring figures.

What, then, differentiates generals who are liked and respected by their subordinates? Through my own informal survey, I found that junior officers expect their leaders to exhibit certain key qualities, beyond professional competence:

1. Selflessness: Leaders should see their duty as something greater than their personal ambition. It will empower them to engage the political leadership and bureaucracy objectively in the interest of the Army.
2. Humanity and Accessibility: Leaders must be approachable, empathetic, and stand by their men. A leader who gives an occasional pat on the back, shows trust, is fair and is willing to listen will earn the respect of junior officers, creating an environment where they feel comfortable speaking up without hesitation.

One incident left a lasting impression on me. As a Brigade Major, I was waiting at the helipad with the Brigade Commander for our General Officer Commanding (GOC). After landing, the GOC walked up to a Non-Commissioned Officer (NCO) in the protection party, shook his hand, placed a hand on his shoulder, and chatted with him for five minutes, inquiring about his well-being. I saw the smile and pride on the NCO’s face, a testament to how simple gestures from senior leadership can make a profound impact.

Regrettably, many senior leaders fall short in this area. Though highly professional, their personal qualities can be overshadowed by ambition and a focus on staff work. As a result, they may not exude the warmth and approachability that inspires juniors to connect with them naturally.

Where Is the Issue?

Military leaders can lose the personal touch for several reasons, but one of the primary factors is the highly competitive career environment within the defence forces. Senior officers, in pursuit of career progression, often find themselves preoccupied with administrative tasks, academic pursuits, and managing the expectations of senior officials, which can divert their attention from their soldiers and units. This shift in focus can lead to a perceived disconnect between leadership and junior personnel.

Additionally, some officers start to distance themselves from their troops and junior leaders after relinquishing command of their units. As formation commanders, many rarely visit their personnel in the field. When they do make mandatory visits, interactions with junior officers and troops are often limited to brief, formal exchanges.

Another issue is the evolving dynamics of the officers’ mess, traditionally a vital space for building relationships and trust among officers of all ranks. In recent years, senior officers often gather at separate tables, avoiding interaction with juniors. This has led many junior officers to shy away from engaging with their seniors, missing valuable opportunities to learn and develop skills to navigate high-ranking interactions. I personally encountered this during my tenure as GOC of a division. I invited about 100 junior officers attending a promotion exam to an informal lunch at the officers’ mess, hoping to connect with them. However, most officers avoided engaging in conversation with me or other senior officers. This experience underscored an important challenge we need to address.

The true leadership qualities of Army officers are best tested while commanding troops in operational areas, where they have the opportunity to build direct relationships, rapport, and trust with junior leaders. Unfortunately, command tenures in an Army officer’s long career are rare. By the time an officer reaches the rank of Army Commander, he may have only had 8–9 years of command experience out of a total service of 36–37 years.

Way Forward

The Indian Army must recognize the early signs of any divide between senior and junior officers, even if it seems minor. Proactive steps should be taken to address these issues before they deepen. Establishing a culture of openness and continuous improvement within the hierarchy will help maintain a healthy professional environment. Army leadership should also review policies to ensure they promote inclusivity, team spirit, and mutual respect.

Senior field commanders and staff officers must spend more time with units in the field. This extended presence will allow them to connect with junior officers and soldiers on a personal level, fostering trust, understanding, and respect. The higher headquarters should set clear guidelines on the frequency and duration of such visits to ensure consistency.

Messes, traditionally places for camaraderie, have begun to witness social distinctions in variance with the existing customs. To strengthen bonds, these barriers must be dismantled. Mess gatherings should be inclusive spaces where officers of all ranks can connect informally, share experiences, and build rapport.

Regular training in interpersonal communication and relationship-building should be part of leadership development programs. While military training emphasizes strategy, tactics, and leadership, soft skills like communication, empathy, and conflict resolution are equally vital in leading modern military units. Workshops on these topics can help foster a culture of inclusivity and effective leadership.

Formal structures, such as periodic “open days” or visits to higher headquarters, should be introduced to allow junior officers to interact with senior commanders without the pressure of hierarchy. These forums will promote the open exchange of ideas and concerns, enhancing trust and collaboration across ranks.

Finally, junior officers should be included in decision-making processes where appropriate, particularly in matters that directly affect them or their units. Involving them in discussions and planning will provide them with valuable leadership experience and give senior officers fresh perspectives.

While the Indian Army has made significant strides in building strong relationships between senior and junior officers, there are always opportunities for further improvement. By institutionalizing these initiatives, the Indian Army can foster stronger, more cohesive relationships across the ranks, ultimately contributing to a more unified and effective fighting force.