Examples of physical courage are neither confined to combat nor limited to a stouthearted few, but are common throughout the world among men and wome… - Matthew Ridgway

There is, of course, a great deal of bad leadership as well as of good. It, too, deserves study so that its pitfalls may be avoided. But in general, I believe bad leadership is the result either of violation of basic principles, or the lack or failure to develop one or more of the qualities of good leadership. In any event, I want to speak now of the good type of military leadership with some specific reference later to combat leadership of large units the division, corps, and army. The chief ingredients of leadership, as I have known it to be exercised by those whose careers I have studied, or under whose command I was privileged to serve, are three. I call them the three C's: character, courage, and competence.

Well, as you look back with the hindsight of thirty years, I think that a farsighted statesman could have seen that this little sliver of land, the Korean peninsula, off the great Asian land mass, was of great strategic importance. It had been fought over already by Russia, China, Japan, and the Korean forces. And given the known conduct of the leadership of the Soviet Union, it was clear that an attempt might be made to regain control. The Russian forces had been in there up to 1904 and 1905 when the Russo-Japanese War took place. It's a very strategic little area there. It would become a threat to Japan by whichever great power controlled it. So I would say again that I would think that farsighted statesmen should have seen this thing coming and had they seen it then they would have been inclined to reverse the policy of only lightly arming the South Korean forces, but they didn't.

The qualities of a leader are not limited to commanders. The requirement for leadership are just as essential in the staff officer, and in some respects more exacting, since he does not have that ultimate authority which can be used when necessary and must rely even more than his commander on his own strength of character, his tact and persuasion in carrying out his duties. Between the commander and his chief of staff in a division or larger unit there should be thorough mutual respect, understanding, and confidence with no official secrets between them. Together they form a single dual personality, and the instructions issuing from the chief of staff must have the same weight and authority as those of the commander himself