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" "Examples of physical courage are neither confined to combat nor limited to a stouthearted few, but are common throughout the world among men and women of every color, creed, race, and age, in peace as well as in war. However, examples of moral courage are less well known. They can be considered as proof of true greatness of soul. Where the individual has not measured up, he has generally failed fortune's bid to fame.
General Matthew Bunker Ridgway (March 3, 1895 – July 26, 1993) was a senior officer in the United States Army, who served as Supreme Allied Commander Europe (1952–1953) and the 19th Chief of Staff of the United States Army (1953–1955). Although he saw no combat service in World War I, he was intensively involved in World War II, where he was the first Commanding officer (CG) of the 82nd "All American" Airborne Division, leading it in action in Sicily, Italy and Normandy, before taking command of the newly formed XVIII Airborne Corps in August 1944. He held the latter post until the end of the war in mid-1945, commanding the corps in the Battle of the Bulge, Operation Varsity and the Western Allied invasion of Germany. Ridgway held several major commands after World War II and was most famous for resurrecting the United Nations (UN) war effort during the Korean War. Several historians have credited Ridgway for turning the war around in favor of the UN side. He retired from military service in 1955.
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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.
I publicly protested the adoption of the volunteer Army, now a demonstrated failure and perhaps a disaster. I publicly deplored the dismantling of Selective Service and the admission of women into our service academies. Every one of those actions is now looming as potentially detrimental to the esprit and effectiveness of our armed forces -- a blow at discipline, without which no military unit is worth its keep.
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Physical fitness comes under competence, the third of my three basic ingredients of leadership. It plays a great part. My own earlier training at Fort Leavenworth, Fort Benning, Fort Sam Houston with the 2d Division, with the 33d Infantry in the Panama area, and with the airborne paid off in battle-first as a division, then as a corps, and, finally, as an army commander. Because of strenuous and unremitting physical training, I was able to keep up with the best of my troops in the hottest sec- tors and the toughest terrain and cli- mate. Let me mention briefly what I think the standards should be for commanders of large units. The division commander should have the physical endurance, stamina, and reserves of his best infantry battalion commanders, because that is where he belongs- with them a good part of the time; the corps commander, those of his infantry regimental commanders; and the army commander just about the same. And remember this, since no one can predict today when you may be thrown into combat, perhaps within hours of deplaning in an overseas theater-as happened to thousands in Korea, and as I have no doubt to many in Vietnam-you will have no time to get in shape. You must be in shape all the time.