Understanding history’s role in global leadership is crucial for modern leaders seeking to navigate the complexities of today’s world. Those links combined with understanding historical context for better leadership outcomes are often ignored, or simply not recognised.
I’m not a military historian so this will be a bit of a cliff notes version from the view of someone who has an interest in history as well as leadership theory. Recently, I’ve observed a few situations where senior European leaders have bungled relationships before even getting really started or messed up during key negotiations by having no understanding of how an Asian education had taught the potential partner to think.
So I wanted to look more closely at how historical contexts, military traditions, and the evolution of leadership theories have shaped contemporary management practices. I plan to take a look at some Eastern and Western leadership styles to see what lessons are often drawn from influential historical figures. My goal is that it should give you an overview to inform your future decision making and a basis for going away and reading more about topics that are particularly relevant to you.
This will be part 1 of a 2 part mini-series.
Table of Contents
The Military Origins of Leadership Theory
Why Leadership Principles Originate in Warfare
Ever wondered why so much of leadership theory comes from the military? It’s simple – war has always been the ultimate test of leadership. Think about it: commanders have to make split-second decisions, manage limited resources, keep their teams motivated under extreme pressure, and outthink their opponents, all while the stakes couldn’t be higher. If they get it wrong, the consequences are brutal. That’s why societies throughout history have studied military leadership so closely – because the lessons learned in battle apply to any high-stakes environment, whether it’s politics, business, or even running a company today.
That is a fact that often makes European business leaders squirm a bit – comparing business to war and brutality isn’t something that many will admit to being comfortable with. I want to point out right at the beginning here though, that we’re talking about PRINCIPLES here, not suggesting that a ruthless CEO is prepared to kill people to reach their goals…
Warfare also forced leaders to develop structure and strategy. Ancient armies needed clear hierarchies, disciplined training, and solid decision-making processes to function in the chaos of battle. Without them, they’d fall apart (there are plenty of examples where that happened). That’s why so many leadership principles – like strategic planning, delegation, and resilience – were first developed in a military context before making their way into modern business and management. Sun Tzu’s The Art of War, Clausewitz’s On War, and even Napoleon’s strategies are still studied today, not just by military leaders but by CEOs and executives looking for an edge. Because at the end of the day, leadership – whether on the battlefield or in the boardroom – is about guiding people through uncertainty and coming out on top.
Why do you need to look at the military influence for understanding history’s role in global leadership?
Military strategy has had a huge influence on corporate structures, management theory, and leadership development. The whole idea of chain of command – where decisions flow from the top down – comes straight from military hierarchies. Even the concept of middle management is a direct reflection of how armies were structured, with officers at different levels ensuring that orders from the top actually get executed. Then there’s strategic planning, which businesses rely on to set goals, allocate resources, and respond to competition – just like a military campaign. The idea of contingency planning (having a backup plan for when things go wrong)? That’s straight out of military playbooks too.
Even leadership training itself has deep military roots. The armed forces were among the first institutions to take leadership development seriously, creating structured training programmes, mentorship systems, and promotion tracks based on merit. Modern leadership programmes – whether in MBA schools or corporate settings – owe a lot to military leadership academies. The best companies don’t just pick leaders randomly; they train them, mentor them, and make sure they have the skills to make tough calls, just like the military does.
Comparing Eastern and Western Military Leadership
Western Leadership: Decisive, Mission-Driven, and Individualistic
If you’ve ever noticed how Western (especially US) leadership tends to focus on bold decision-making, strong individual leaders, and clear mission statements, you can thank a long history of military strategists for that. From the battlefields of Ancient Greece to the war rooms of Napoleon, Western leadership has been shaped by commanders who had to move fast, take charge, and rally people around a single vision – because in war, hesitation could mean disaster.
One of the biggest influences comes from Ancient Greece and Rome, where leadership wasn’t just about managing people – it was about inspiring them. Thucydides, the Greek historian, documented how leaders like Pericles used powerful speeches and clear objectives to keep their people motivated during the Peloponnesian War (rather than attributing success purely to the gods). The Romans took this even further. Julius Caesar, for example, wasn’t just a brilliant tactician; today we’d say he was a master of personal branding. His ability to command loyalty from his troops was legendary – he led from the front, took risks, and made sure everyone knew he was the one in charge (Wikipedia defines him as a dictator). Sounds familiar? That same strong, individual leader model is something we still see in Western corporate culture today, where CEOs are often the face of their companies.
Fast-forward to Napoleon Bonaparte, and you get another defining trait of Western leadership – speed and decisiveness. Napoleon revolutionised warfare by moving his armies incredibly fast, catching enemies off guard and making decisions on the fly. He believed that a leader’s job is to act, even with incomplete information – waiting too long could be worse than making the wrong choice. That mindset is still baked into Western business culture, where leaders are expected to be quick, decisive, and willing to take calculated risks.
Another key feature of Western leadership is the importance of a mission – giving people a clear goal and purpose to rally behind. Carl von Clausewitz, the Prussian military theorist, argued that war isn’t just about fighting – it’s about having a clear political objective. The same applies to leadership today. Western organisations thrive on mission statements, goal-setting, and vision-driven leadership, where everyone is aligned toward a bigger purpose. You see it everywhere, from business strategy to sports coaching to political campaigns.
Finally, there’s the focus on individual achievement and meritocracy. The best leaders in Western history were rarely just born into power; they proved themselves through skill, experience, and ambition. This contrasts with more hierarchical, collective leadership models in the East. Western businesses often reward bold, innovative leaders who shake things up – think how companies like Apple or Amazon are defined by their high-profile CEOs.
So, when you look at Western leadership today, be it in politics, business, or the military, you’ll see echoes of Greek orators, Roman generals, and Napoleonic strategists, meaning that understanding history’s role in global leadership will help you also craft your strategies and understand other leaders. It’s all about decisive action, strong individual leadership, and having a clear mission that drives people forward.
Of course the way that leadership is practiced has changed massively from ancient history through till today in most places, but these basic principles are still practiced and relevant in North America and Europe.
Eastern Leadership: Strategic, Long-Term, Hierarchical, and Relationship-Driven
If Western leadership is all about fast decisions, bold individuals, and mission-driven action, Eastern leadership takes a completely different approach – it’s about playing the long game, understanding relationships, and leading within a structured hierarchy. This isn’t about quick wins or flashy leadership; it’s about patience, planning, and making sure every move fits into a bigger picture.
A huge influence here comes from Confucianism, which has shaped leadership in China, Korea, Japan, and beyond for over 2,000 years. Confucius believed that strong leadership comes from order, discipline, and moral responsibility. Leaders weren’t just there to give orders; they were supposed to be wise, ethical role models who earned respect rather than demanded it. This idea of leadership as a moral duty still runs deep in many Asian cultures today, where a leader is expected to act not just for short-term success but for the greater good of the organisation, society, or even future generations.
Then there’s Sun Tzu, whose Art of War is probably one of the most famous strategy books ever written. While Western leadership often values direct confrontation (ie. taking on competitors head-on) Sun Tzu’s philosophy is all about winning without fighting if at all possible. He believed the best leaders avoid unnecessary conflict, manipulate situations in their favour, and strike only when the time is right. This mindset is still very visible in Eastern business cultures, where deals are often built on relationship-building, careful negotiation, and strategic patience rather than aggressive tactics.
Hierarchy also plays a massive role in Eastern leadership. Unlike the more flexible, merit-based structures in the West, traditional Asian leadership follows a clear top-down system. This can be traced back to Legalism in China and samurai traditions in Japan, both of which reinforced the idea that order and discipline lead to stability and success. In many Asian companies today, respect for seniority and authority is key – decisions are often made at the top, and it’s extremely hard for junior employees to openly challenge leadership, even if they disagree.
But this doesn’t mean Eastern leadership is rigid or authoritarian – it’s just a different style of leading. Paternalistic leadership is common, where the leader takes on a caretaker role, guiding their team with a mix of authority and personal concern. It’s why business relationships in Asia often extend beyond the workplace because leaders are expected to mentor, protect, and invest in their people. This also ties into guanxi (China), keiretsu (Japan), and chaebol (Korea), those business networks where relationships and trust are just as important as skills and experience.
Another key trait of Eastern leadership is long-term thinking. Where Western leaders might focus on quarterly targets and fast growth, Eastern leaders often take a multi-generational view, prioritising stability and slow, steady expansion. This comes from a history where survival depended on adapting to change over centuries, rather than reacting to short-term trends. It’s why many of Asia’s biggest companies, whether Toyota, Samsung, or Alibaba, are known for careful, strategic planning rather than sudden disruptions.
How Modern Military Leaders Reflect These Traditions in Leadership Development
When we talk about leadership today, whether in the military, business, or politics, we’re still seeing the echoes of the past. Leaders like Major General Mick Ryan, as well as many others in modern military and corporate settings, continue to apply and refine principles that were shaped by historical strategists. However, it’s important to remember that leadership isn’t one-size-fits-all—while there are broad Eastern and Western leadership traditions, they are not cast in stone. Every leader, company, and situation has unique dynamics, and the best leaders know how to adapt these principles rather than follow them rigidly.
One of the main ways modern military leaders embody these historical traditions is through their focus on leadership development itself. Leaders aren’t just born; they are trained, mentored, and refined over time. Mick Ryan, for example, spoke extensively in his podcast discussion with Simon Bowen (which actually gave me the idea for this mini-series) about the importance of learning from history, mentorship, and fostering a culture of continuous growth. This reflects the Western emphasis on individual meritocracy – good leaders don’t just inherit their positions; they prove themselves through experience, adaptability, and decision-making under pressure.
At the same time, modern military leadership also integrates elements of Eastern long-term strategy and structured hierarchy. Ryan, like many senior military figures, recognises that context is everything and what works in one situation may fail in another. This is a key lesson from Sun Tzu’s Art of War, which teaches that the best leaders do not blindly follow fixed rules but adapt to circumstances, using intelligence and strategy to shape the battlefield in their favour. Today’s best leaders, whether in the military or the corporate world, understand that leadership isn’t about domination: it’s about creating the conditions for success.
Another key influence of historical military strategy in modern leadership is the balance between centralised command and decentralised execution. Historically, Western military leadership evolved to give officers on the ground the authority to make quick decisions based on real-time conditions (Auftragstaktik, a strategy used by the Prussian and later German military, is a classic example of this). In today’s corporate world, we see this reflected in mission-based leadership, where companies set a clear vision but allow employees the flexibility to make decisions within that framework. Ryan and other modern military leaders emphasise this approach where they give people clear objectives but at the same time empower them to think and act independently.
Meanwhile, Eastern leadership’s focus on hierarchy and relationship-building also finds its place in modern leadership training. In many military organisations, trust and cohesion within teams are just as important as strategy. Leaders must build strong relationships and maintain a sense of duty, responsibility, and moral leadership, similar to what Confucian traditions have emphasised for centuries. Mick Ryan has highlighted the role of stewardship in leadership. Leaders are not just decision-makers; they are caretakers of their organisations, responsible for leaving them stronger than they found them.
What Business Leaders Can Learn from Military Leadership
The shift from command-and-control to mission-based leadership
For a long time, leadership in both the military and business world followed a rigid, top-down approach. Orders were given, and subordinates were expected to follow them without question. This command-and-control style worked in certain environments, particularly in hierarchical organisations where efficiency and discipline were the priority. But as both warfare and business have evolved, so has leadership. Today, the most successful organisations focus on mission-based leadership, where leaders provide clear direction but allow teams the flexibility to execute in the best way possible.
The military was one of the first institutions to recognise that strict command structures could slow things down in high-pressure situations. Armies needed officers who could think on their feet and make quick decisions without waiting for orders from above. This led to the concept of decentralised command, where leaders set the overall vision and goals while giving lower ranks the autonomy to respond to changing circumstances.
In business, this approach is now widely used in agile leadership. Companies set clear objectives but trust employees to figure out the best way to achieve them. Tech firms, in particular, have adopted this model, allowing teams to self-organise and make rapid decisions without being micromanaged. The military principle of “intent-based leadership”, where leaders communicate the why behind a mission rather than just the what, has also become common in modern management. Employees who understand the bigger picture feel more empowered and motivated, which leads to better decision-making and innovation.
Why studying historical leaders helps business leaders today
Leadership isn’t new. The challenges that modern executives face such as competition, risk, uncertainty, and managing people, are the same ones that military leaders have been dealing with for centuries. The only difference is the battlefield has changed. This is why studying historical leaders can provide valuable insights for business leaders today.
Take Dwight Eisenhower, for example. As Supreme Commander of the Allied Forces during World War II, he had to coordinate multiple armies, navigate international politics, and make decisions that would affect millions of lives. His ability to bring together different stakeholders, manage egos, and keep people focused on a common goal is something that any CEO overseeing a multinational company can learn from. He also developed the Eisenhower Matrix, a decision-making tool that helps leaders prioritise tasks based on urgency and importance, a concept that is widely used in business productivity today. I’m sure most of you have read about this before.
Then there’s Genghis Khan, often remembered for his military conquests but just as impressive as a leader and strategist. He built the Mongol Empire (the largest contiguous empire in history) by promoting based on merit rather than birthright, something that was almost unheard of at the time. He also established a sophisticated communication network and an early version of free trade across his empire. His leadership style shows the power of adaptability, trust in subordinates, and a long-term vision (not to mention an enviable skill in solving supply chain challenges). Business leaders today can take inspiration from his ability to scale an organisation by empowering capable people, fostering loyalty, and maintaining a clear strategic direction.
Zhuge Liang, (also known as Kongming) the brilliant Chinese strategist from the Three Kingdoms period, is another example. He was a master of long-term thinking, psychological warfare, and resource management. Instead of relying purely on brute force, he understood the importance of outmaneuvering opponents, making allies, and preparing for the unexpected. His leadership style teaches modern executives the importance of thinking ahead, managing risks carefully, and using intelligence and diplomacy to achieve objectives rather than rushing into direct confrontation.
By studying leaders like Eisenhower, Genghis Khan, and Zhuge Liang, business executives can see that while industries and technologies have changed, the fundamentals of leadership remain the same. The best leaders aren’t just the ones who react to problems as they arise; they’re the ones who anticipate challenges, adapt to circumstances, and inspire people to follow them. Understanding the successes and failures of historical figures helps modern leaders avoid repeating past mistakes and develop a broader, more strategic perspective on leadership.
Where am I going with all this? The Importance of History in International Leadership
Well, if you compare Eastern and Western leadership, you’ll see two very different mindsets. Western leaders typically move fast, make bold decisions, and focus on individual achievement, while Eastern leaders tend to prioritise relationships, hierarchy, and long-term stability. Neither approach is better than the other – remember it all depends on the context. But if you’re doing business in Asia, understanding patience, hierarchy, and strategic thinking is crucial, because in the East, the best leaders aren’t just decision-makers. They’re wise, trusted guides who shape the future without ever needing to dominate the present.
Understanding history’s role in global leadership is crucial because it helps us see how different traditions and leadership models still shape the world today. Whether it’s Napoleon’s decisiveness, Clausewitz’s focus on mission clarity, Sun Tzu’s emphasis on adaptability, or Confucius’ view of leadership as a moral duty, these ideas continue to inform how modern leaders operate. But history isn’t a rulebook – it’s more like a toolkit. The best leaders don’t just follow tradition; they learn from it, adapt it, and use it to navigate the unique challenges of their own time. (I’d say that modern Chinese leaders for example often move faster than any Silicon Valley tech CEOs…)
When we look at leaders like Mick Ryan, or any other successful military or business leader today, it’s not about whether they follow a purely Eastern or Western approach. It’s about how they blend strategic thinking, adaptability, and human leadership to create real impact. And that’s the real lesson from history that I want to underline here: great leadership isn’t about following a fixed path – it’s about understanding where you’ve come from so you can lead the way forward. I’ve not touched on the benefits of understanding business culture through the lens of a country’s specific historical situation either…
This is especially relevant in international sales, where leaders often operate across multiple cultural and business traditions. A manager trained in Western-style leadership may prioritise direct decision-making and mission-driven execution, while an Eastern-trained leader might focus on hierarchy, relationship-building, and long-term planning. Without an awareness of these differences, misunderstandings can arise, deals can stall, and teams can struggle to align. The best global leaders take inspiration from both traditions, blending strategic decisiveness with patience, adaptability, and cultural awareness. By understanding history’s role in global leadership, today’s business leaders can navigate international markets more effectively, build trust across cultures, and lead their teams to long-term success.
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Kathryn firmly believes that business is done between people, and therefore places her focus on building strong relationships that form a solid foundation for doing business.
When she's not travelling around the world, Kathryn enjoys playing clarinet in her town's wind orchestra or sharing her love of the outdoors with her Scout group.
