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Why Is the Military Important to Society? [A Simple Explanation]

Written by Everett Bledsoe / Fact checked by Brain Bartell

This year’s national defense budget is 768.2 billion dollars. That’s a lot of money.

It is even higher than the budget for healthcare and education — two seemingly very important aspects in society.

With that much money dedicated to the military, it is presumed that the military is considered something very important to society. But why exactly?

This article will provide some information for you to answer, “Why is the military important to society?” While this is not an ‘importance of army in a country essay’, we will cover:

The basics of the U.S military
5 reasons why the military is important to society
The military preserves the open gates of global commerce and finance
The military secures strategic alliances
The military fuels continuous advancement (diplomatic & intelligence collection)
The military enhances and promotes U.S public diplomacy
A few other more direct impacts of the military on society

Happy reading!

Table of Contents

The U.S Military

The military’s importance in society, a few other more direct impacts of the military on society.

To start, let’s brief over what the military is in the U.S.

The military refers to the U.S Armed Forces. This comprises six service branches, which are the Army, Marine Corps, Navy, Air Force, Space Force, and Coast Guard.

The U.S PHS Commissioned Corps and NOAA Commissioned Officer Corps are the other two U.S uniformed services. The military has a total of eight.

It is headed by the commander in chief, which is the President of the U.S. Currently, this is Joe Biden. Together with the Department of Defense (DoD) and Department of Homeland Security (DHS), Biden forms military policies.

The DoD is headed by the Secretary of Defense, who, as of right now, is Loyd Austin.
The DHS is headed by the Secretary of Homeland Security Alejandro Mayorkas.

Now, onto the importance of the military:

Why do we need a military?

Since its inception, the military has contributed to forging a sense of national unity and identity. It is, therefore, a decisive component of U.S patriotic culture; there is an undeniable relationship between the military and society.

The key role of the military in the U.S is maintaining peace . It safeguards the well-being of the nation as a whole and more specifically, the American citizens within the nation.

This peace brings about stability, which, in turn, entails many other beneficial things for the U.S, such as:

Preserving the open gates of global commerce and finance

The military preserves the open gates of global commerce and finance for the U.S economy. This is the first reason why it is so important in society. By maintaining the trading lanes and overall maritime system, it ensures the U.S continues to grow economically.

Securing strategic alliances

The U.S partners with a lot of countries strategically. Part of securing and retaining these allies is providing military assistance (when necessary). In other words, the U.S military has its allies’ backs. The U.S’s “friendships” with these other countries typically reward them economically.

Here are three examples of such rewarding relationships:

The U.S & Canada

The U.S and Canada’s military collaboration can be traced back to the World Wars. Since then, the close ties entailed lucrative trading. Roughly 75% to 85% of Canadian trade is with the U.S. Plus, Canada is one of the U.S’s main suppliers of oil.

The U.S & The United Kingdom (UK)

The UK and the U.S share the biggest foreign direct investment partnership in the world. Hence, the UK-U.S alliance is very critical in terms of both countries’ economic prosperity. Many Britons visit the U.S every year, and they always spend a lot of money. This means a lot of money goes to U.S tourism annually.

The U.S & Saudi Arabia

The U.S has been a trade partner with Saudi Arabia since the beginning of the 20th century. The nation supplies the U.S with thousands of barrels of petroleum every year. The U.S also exports a lot of its goods to Saudi Arabia, such as cars, planes, helicopters, spacecraft, aircraft parts, etc.

The U.S & Malaysia

In June 2006, the U.S and Malaysia committed to a bilateral free trade agreement (FTA). Since then, the nation has always been among the U.S’s top trading partners. Annual bilateral trade typically averages around $50 billion.

Strengthening economic negotiating power with both allies and adversaries

The U.S’s immense economic negotiating power with both allies and adversaries is not naturally bestowed. It is the result of the U.S’s huge military force.

The U.S is said to have one of the most powerful militaries in the world. This consequently gives it leverage and “more say” in global discussions, especially those concerning monetary, currency policies, and trading.

Since the state of the economy directly affects society, it is safe to assume that the military plays a crucial role.

Encouraging continuous advancement in terms of diplomatic and intelligence collection

The need to maintain a powerful, leading military (aka. a military that wins) entails that the U.S has to keep moving forward in terms of technology and diplomatic and intelligence collection.

As such, the existence of the military alone plays a role in instilling continuous advancement.

This is also prompted by the fact that other countries depend on its protection and the security assistance programs it provides. Essentially, it drives Americans forward and in effect, acts as a growth mindset installer on the country in general.

Enhancing and promoting U.S public diplomacy

The military is one force behind the U.S’s successful public diplomacy. Why is this important? Well, public diplomacy helps facilitate actual cooperation across national borders and lines. It solidifies relationships and leverages the U.S image and approval in the eyes of foreign citizens. This is important for the U.S politically, economically, and socially.

The military’s Army Corps of Engineers:

builds, repairs, and sustains the country’s network of 2,500 levees
takes care of more than 25,000 miles of inland waterways and 700 dams
runs ¼ of the hydroelectric power in the country
maintains a system of water storage areas for droughts and floods
maintains inland maritime recreation areas and conducts critical restoration

The Army is also often first-responders in crisis cases, such as fires and natural disasters.

70,000 Army soldiers were deployed to support people during Hurricane Katrina
200 active-duty soldiers fought the raging 260 wildfires in the Pacific Northwest

The Army research labs offer medical breakthroughs

developed techniques to identify and track the Ebola virus
developed one-hand tourniquets, blood-cooling containers, and responsive prosthetics

The US Navy, Marine Corps & Coast Guard

The US Navy, Marine Corps, and Coast Guard ensure the seas are open and free so trading can happen. They also counter global piracy, and subsequently, keep the cost of goods from surging.

The Air Force

You may find this surprising, but the Air Force provides us with the accurate weather prediction we need.

They operate a 6-satellite constellation (Defense Meteorological Satellite Program) that provides local meteorologists forecasting so we can have warnings about serious weather ahead of time.

In addition, Air Force research leads to revolutionary innovations such as lasers and drones, also known as unmanned aerial technology. These, in turn, assist the U.S in terms of border security, storm prediction, and farming. They have expanded the drone market to reach $8 billion in 2020.

As with the Army, the Air Force is more than often the first responder in disasters. The branch is a homeland and global disaster relief responder.

they fly cargo planes of fire retardants
In 2015, dropped 250,000 gallons of fire retardant in California
they carry out evacuation missions and coordinate airborne search and rescue
they conduct aerial spray missions with cargo planes
spray against mosquitoes after Hurricanes Katrina, Gustav, and Rita
they fly cargo planes of oil repellent spray
i.e., missions after the Deepwater Horizon oil spill
they picked up more than 8,000 people after Hurricane Katrina
they serve as electrical utility work vehicles during Hurricane Sandy

Finally, they safeguard the U.S’s airspace by escorting planes and passenger jets as well as going on protective patrols.

they escorted 2 international flights in response to an anon terror alert
they conducted protective patrols in Phoenix, Arizona, during the Super Bowl
they intercepted a Soviet-era nuclear-capable aircraft on Independence Day (2015)

So what do you think? Why is the military important to society? Comment your takeaway down below. We would love to hear about your thoughts and opinions.

And aside from:

Why else do you think the military is important to society? Also, please help us share this article with other readers, such as your friends and family members!

I am Everett Bledsoe, taking on the responsibility of content producer for The Soldiers Project. My purpose in this project is to give honest reviews on the gear utilized and tested over time. Of course, you cannot go wrong when checking out our package of information and guide, too, as they come from reliable sources and years of experience.

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Professionalism is the Foundation of the Army and We Will Strengthen It

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In my nearly 37 years of service, I’ve seen the strength of the Army profession in action — in the courage and dedication of our soldiers, leaders, and army civilian professionals on the battlefield and in garrison. I observed that strength watching a company commander display his professional competence and leadership while driving conversation during a National Training Center after action review. I experienced it while shaking the hand of Staff Sgt. Ashley Buhl , the embodiment of the character and soul of our profession and the 2023 drill sergeant of the year. And I felt it, just a few weeks ago, watching Pvt. Jamavius Curry (pictured above) lead his formation in reciting the “ Soldiers Creed ” at his basic training graduation. Our profession allows us to maintain trust; construct cohesive and disciplined teams; train our soldiers, leaders, and civilians; and build climates that don’t tolerate harmful behaviors. In a changing world, our profession undergirds all our strengths; but it must be continuously tended, or it will atrophy.

The Army is a part of American society at large and will always reflect its attributes — we cannot assume that the dynamics operating in America won’t affect our profession. Changes in generational preferences and worldviews impact the way our profession manifests across our ranks, but that diversity in thought can also lead to novel ideas . While social and sensationalized media put a spotlight on every misstep and sometimes overlook efforts to improve, it also presents an opportunity to highlight the value of service. Perhaps most importantly, our adversaries grow stronger every day and seek any seam to erode our advantages, but also provide us with a renewed sense of purpose. As we work to transform our Army, we will rely on our people to keep us ahead of potential adversaries. Our profession will continue to produce unparalleled soldiers and leaders who serve as the foundation of America’s relative strength.

Indeed, it is our people that give us our greatest advantage. No other army can boast the U.S. Army’s disciplined, trained, and fit soldiers capable of operating independently, making difficult decisions, and working as part of cohesive teams. All of that — all our advantages — stem from our unique version of professionalism.

Over the years, generations of Army leaders have stewarded that strength. Our professionals have always taken lessons from ongoing wars and conflicts to improve the way we educate and train, adjusting our culture and systems to reflect a changing society. In the mid-20th century, sociologists like Samuel Huntington and Morris Janowitz considered how a democracy could maintain a large, standing army and established the foundational concepts of the profession that we still use today. In subsequent decades, Army leaders such as Gens. William DePuy and Donn Starry , and the newly formed Training and Doctrine Command and Forces Command, worked to deal with the effects of the Vietnam War and build professionalism and discipline in the nascent all-volunteer force.

Today, it is our duty — our professional obligation — to account for the impacts of a generation of war, the ongoing conflicts in Ukraine, Israel, and other hotspots around the globe, current recruiting challenges , and various societal factors to determine how our profession may need to adapt to maintain its vitality in a tumultuous world where many advantages we once took for granted seem illusory, the time is ripe to focus on our Army profession. In this article, I intend to stoke such a discussion. As I discussed in a recent episode of the War on the Rocks podcast , it is our obligation as Army leaders to refine and update our understanding of what it is, take stock of what we’re already doing to steward and strengthen it, streamline and rationalize those existing programs, and determine where to go from here. However, senior leaders cannot do it alone. This is our profession, and we need soldiers across the entire Army —active, guard, and reserve— to generate ideas and move it forward.

The Army Profession and the Professional

Before we can determine how to strengthen our profession, we need to agree on what it is. This is well-trod territory, and I can’t claim to have some new, visionary definition that will fundamentally alter our trajectory. However, this topic is a personal one and we all have a viewpoint. A common understanding and some accepted lexicon will go a long way to advancing the conversation.

Army doctrine defines the profession as “a trusted vocation of soldiers and army civilians whose collective expertise is the ethical design, generation, support, and application of landpower; serving under civilian authority; and entrusted to defend the constitution and the rights and interests of the American people.” That’s probably a good enough starting point, but it is especially important that our current understanding of the profession has two primary components : the profession itself and the professional it produces. These two components are heavily interrelated, feeding off one another to sustain and improve themselves. The split may seem unnecessary, but I find that it enables us to zero in on specific aspects of each and tailor potential solutions to where they will make the biggest impact.

Our profession is more than the competence, character, and commitment of individual soldiers, non-commissioned officers, warrant officers, officers, and Army civilian professionals in our ranks. It must also encompass the systems with which we develop expertise, accountability, and responsibility. It is a complex system that builds professional warriors who fight and win our nation’s wars within the legal, moral, and ethical bounds of our profession.

The objective expertise that we provide to our nation, that no one else can, is in warfighting. The Army is obligated to have well-trained soldiers and competent leaders to meet this requirement — and the systems that our profession uses to generate that competence are vital. These systems should start with encouraging and moderating diverse discourse on war and its related fields through writing and publication, research, experimentation, and conferences among our professionals and associated parties (think tanks, academia, industry, etc.) However, this is not simply an intellectual exercise. Our purpose is to produce expert warfighters and competent professionals. As such, our system of knowledge generation ought to go further, to turn that discourse into knowledge (doctrine, programs of instruction, training scenarios, etc.) and then transmit that knowledge to developing professionals through training and leader development.

Our profession also requires a system of self-policing that qualifies who we access, retain, and promote. We are trusted with the survival of our nation and the lives of its youth. We are rightly held accountable for that trust. Grounded in our oaths , the “ Warrior Ethos ,” and the “ Army Values ,” our profession produces soldiers and leaders of character through well-established systems of selection, promotion, retention, training, and leader development. Through these accountability mechanisms, we build individual character to produce better soldiers and citizens.

Trust, combined with quality training and leader development, is vital to ensuring that we are a ready and professional army. That trust is built from the responsibility that our profession shows to its members and the commitment that our professionals show to their profession. By caring for soldiers’ needs, providing them the skills and resources to live full and healthy lives, and setting them on the path to a better future, we demonstrate that responsibility and earn their commitment. Ongoing programs steered by the Army People Strategy — prevention, quality of life, life skills development, etc. — are great displays of this responsibility and must be continuously improved to enable our commanders at echelon.

The Army’s systems of expertise, accountability, and responsibility build competent and committed professionals of character. However, it is not these systems that together build a culture. Rather, our profession is a complete entity that enables the Army’s commanders to build positive cultures, which I define as climates and environments that do not tolerate eroding factors such as sexual harassment and assault, or any form of discrimination, while fostering cohesion, dignity, and respect for all that raised their hand and took an oath.

What Are We Doing About It?

I remain an optimist. The Army profession isn’t broken; it simply needs to be stewarded more thoroughly. While it is important to note shortfalls such as soldier and leader misconduct, lack of fitness, harmful behaviors, and more, we — as a total team — are obligated to embrace the profession to build soldiers and leaders of character, competence, and commitment, and to foster positive organizational cultures. To do so, we will continuously improve and refine our professional systems to ensure focus, prioritization, and accountability.

The Sergeant Major of the Army — supported by U.S. Army Training and Doctrine Command, Forces Command, and the total Army — has undertaken efforts to reestablish the primacy of the sergeant in this area through a revised Blue Book and the revitalization of common task training and testing at echelon. But unless leaders at every echelon prioritize the effort, we will continue to be challenged. We must also combine this effort with leader development — delivered through “brick and mortar” schoolhouses and further honed at the unit level — at all echelons to reinforce the basic competence of our profession.

To build our expertise, we are working to improve our professional discourse , which will encourage our leaders to think and write about what we do. We have simultaneously sought to expand the understanding of our soldiers and leaders through direct means. Finally, we are investing to streamline our systems of doctrine and program of instruction development to ensure rapid incorporation of lessons and new ideas.

Even the character of our individual soldiers and leaders should be considered as outputs of our professional systems. It is true that our problems with misconduct and indiscipline are, in part, inevitable, just as they are in any other organized group of human beings. But we cannot and will not simply blame soldier indiscipline on generational values or junior leader unwillingness to enforce standards, nor can we blame continued senior leader misconduct on a “few bad apples.” As we continuously transform, we have the opportunity to examine how we bring people into the Army, acculturate them at initial entry and pre-commissioning sources, train them in our values and culture (across a career, not just at institutional training), assess and evaluate them for their adherence to our norms and responsible behavior, and select them for promotion and positions of increased responsibility. We have begun these processes through more effective acculturation at basic training and by enhancing professional military education, assessing future battalion and brigade leaders, and reinforcing the importance of our oath .

Lastly, we often look at the commitment of our soldiers and leaders to their profession as a one-way street. Individuals should remain committed to our values and to their mission; however, we also have professional responsibilities to care for our people, provide for their and their families’ needs, offer safe and healthy environments for them to work and live in, and set them up for a future in or out of uniform. Continued efforts to improve foundational soldier and leader skills, the provision of resources to commanders to build healthy command climates and reduce harmful behaviors, and increased investment in quality-of-life initiatives are demonstrations of our commitment to these responsibilities.

What Can You Do? A Call to Action

The first, and most important thing, we can all do is exactly what we’re trying to do here: acknowledge that our profession is not a constant. While it is certain that our profession undergirds all our strengths, I again remind you that it must be continuously tended, or it will atrophy. This simple acknowledgement — and the commensurate requirement for each and every professional to think deeply about his or her profession, discuss it with their peers, come up with solutions, and drive them into existence — is the most important thing we can do. Our professionals are obligated to increase their engagement on relevant topics in daily interactions, as well as by writing for expanding outlets to spread lessons learned and generate dialogue. If that is all this article achieves, that will be enough.

Each of us must also work to rebuild pride in service. Wearing the uniform of the U.S. Army is a big deal. That honor and responsibility ought to be reflected in each and every one of us. After a long term of service, especially following multiple deployments, it’s easy to get jaded and cynical — to forget why we joined in the first place. But I challenge each of you to go to a basic training, Basic Officer Leader Course, or Officer Candidate School graduation (or at least think back to your own) and look at the sense of accomplishment in every new soldier’s eyes and the pride of every family member. Attaining membership in our profession is hard — as it should be — and pride in service must be reinforced in every unit, school, department, and section.

We all know that our profession is huge. It is made up of countless units, teams, offices, and departments that are manned with people from all walks of life. I encourage every solider and Army civilian to take responsibility for their piece of the profession. Each of us — no matter our rank, mission occupational specialty, or assignment — can strengthen the whole by strengthening its parts.

This we’ll defend.

Gen. Gary Brito is the commanding general of U.S. Army Training and Doctrine Command. He is responsible for strengthening the Army profession, building the next generation of soldiers and leaders, and delivering holistic solutions to the future force. He previously served as the deputy chief of staff G-1 at Headquarters Department of the Army and in a variety of command and staff assignments, including deployments to Iraq and Afghanistan.

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Strengthening the Profession: A Call to All Army Leaders to Revitalize Our Professional Discourse

General Randy George , General Gary Brito and Sergeant Major of the Army Michael Weimer | 09.11.23

Today our Army finds itself in an interwar period. We do not know when it will end, and so the work we must do is urgent work. We must modernize our equipment and doctrine, we must train hard, and we must reinvest in our profession. To do this work well, we cannot solely depend on the thoughts and voices of senior leaders in high command, as we can assure you: we do not have all the answers. Instead, we must strengthen our profession from top to bottom by building expertise through written discourse. We must also train hard on mission essential tasks and individual warfighting skills. This will ensure that when called, our Army is ready.

Our Army must reinvest in venues that produce vital professional discourse to improve our professional expertise. When we were leading companies, Infantry , Armor , and other branch magazines allowed us to learn from our peers, plan the best possible training, and see new ways of operating. But today, the Army’s professional publications need our help. They publish fewer pages and less often . Their authorship is not as diverse as our Army. And their means of circulation have not kept pace with this smartphone era. This is despite the hard work of dedicated editorial staff through a period of great transition.

The US Army’s Training and Doctrine Command (TRADOC) will lead this effort to reinvest in the professional dialogue needed for this interwar period as an integral part of a larger plan to strengthen our profession. Created to change the Army and celebrating its fiftieth anniversary this year, TRADOC will strengthen the profession by attending to its institutions, experiences, and culture . These renewed professional publications will give every one of the Army’s soldiers, NCOs, officers, and civilian professionals the opportunity to partake in a conversation as wide, diverse, and thoughtful as the Army itself.

To succeed in renewing the Army’s publications, however, top-down reinvestment alone will not do. We need the help of every leader in the Army.

The Path Forward

As one way of strengthening the Army’s professional institutions, experiences, and culture, we acknowledge the work of the Harding Project . Started by an Army major and captain, the Harding Project is an effort to renew professional military publications. Their detailed analysis and careful prescriptions convinced us to think harder about the role of our publications in the Army profession.

Professional writing is important. In a hierarchical organization like the Army, professional writing allows leaders to inform the force of changes, while others share lessons laterally . As these lessons accumulate, professional writing connects communities of interest around shared problems and then informs doctrinal development . Writing can also create an outlet for issues that may not find a hearing in other forums. And finally, writing well builds talented communicators—a critical component of modern military leadership.

While today’s media environment is crowded, there is a critical place for a vibrant set of Army publications for several reasons. First, only our publications are backed by the full faith and credit of the Army, and while non-Army outlets have provided valuable space for the discussion of issues vital to our service, we can’t count on them to stick around. Second, even while Army outlets like MWI have demonstrated that there is an appetite for articles and other media that advance our understanding of our profession and the challenges ahead, they rightly do not focus on niche branch issues. That responsibility rests with our professional bulletins: Infantry , Military Intelligence Professional Bulletin , and twelve others . These publications have been impactful throughout their history— Military Review helped drive development of AirLand Battle in the 1970s, for example, as Armor (then Cavalry Journal ) drove discourse around the tank in the run-up to World War II—and we need them to remain impactful today. The challenges (and opportunities) of the years ahead are no less formidable than those earlier moments; we need a robust, bottom-up professional discussion to help drive us forward.

Given the importance of the Army’s professional journals, we must focus on renewing the institutions that support professional writing. The first step is modernizing to web-first, mobile-friendly outlets supported by social media. Soldiers encounter content on social media or through recommendations from their friends. After encountering an article on social media, links direct them to that article on the web. Unfortunately, our professional publications, with the exception of Army University Press, have largely missed this transition. This may be partly due to declines in resources; regardless, it’s time to get started.

After modernizing, the Army will better connect our outlets by experimenting with volunteer editors. When the Infantry Journal renewed in the 1930s, active duty soldiers rotated through editorial positions to keep publications fresh. For a variety of reasons, the Army no longer staffs journals with uniformed personnel. As a result, many officers and soldiers feel little connection to their publications. We’re going to fix that.

Finally, we will fix our archives. If you’ve ever tried to search for historic Infantry articles, you might have noticed that you can’t. That’s because our archives are in massive PDF files. Put another way, we’ve locked ourselves out of thousands of lessons our predecessors learned. We are going to fix that too. Our Army Center of Military History and its reach to over twenty Army museums are but a few resources that can assist in this area.

We have evidence this approach will work. Six months ago, the Army University Press and Military Review adopted a modern, web-first platform supported by social media. Since then, their weekly visitors are up by 60.1 percent while their subscribers have increased by 54 percent. Army University Press also just added branch magazines to its landing page as a first effort to raise the profile of all of our Army’s professional publications.

As members of the profession of arms, we ask for your support over the next few months. As a modest gesture to recognize our talented writers, we will recognize three impactful articles each month with a pen, coin, and personal note of congratulations. We’ve sent our first ones to First Lieutenant Mara Tazartus for her article on engagement area development in Armor and Sergeant First Class Leyton Summerlin for his article on standards in Infantry. Now we are scouring the internet for September’s authors. During the Association of the United States Army Annual Meeting in October, we will feature the professional writing renewal during the forum on professionalism . If you are there, look for the Army University Press’s kiosk at the Army exhibit and give them your feedback on our outlets.

A Call to Action

In the interwar period before World War II, our greatest generals and warfighters contributed their thoughts to branch publications. In the Infantry Journal , then Major George C. Marshall wrote about “Profiting by War Experiences,” while then Major George S. Patton, Jr. contributed his thoughts on “Success in War.” Likewise, noncommissioned officers like Sergeant Terry Bull contributed articles on “Battle Practice” while Staff Sergeant Robert W. Gordon both wrote for and edited the journal. Their contributions demonstrated the strength of the profession by helping solve the real problems of the day.

To strengthen the profession today, our role as senior leaders is to ensure the institution provides relevant, quality places for the force to develop and refine our martial knowledge—ideas about leadership, training, and warfighting. We know those ideas are out there. We see them every time we talk with soldiers, whether at home station, at the combat training centers, or on deployment. This is also evident in the contributions of those who are currently writing in the online forums mentioned above and in Military Review .

Yet our professions currently misses out on those ideas. Many of the great ideas we hear are too specific, too technical for general-purpose publications. Yet the nature of our profession is that the details are just as important—probably even more important —than the big ideas. Branch journals are the place to share new ideas, ask questions, and identify challenges and solutions.

What sort of ideas, questions, and solutions are we looking for? Professions are defined by a combination of formal institutional inputs like doctrine, experiences in training and deployment, and an understanding of the world as a whole. Branch journals are a place to bring all these influences together.

As Marshall and Patton did before, we need those leaders operating where it matters to offer their ideas about where our doctrine and school curricula get it right, need improvement, or are missing something. The profession also requires sharing innovative tactics, techniques, and procedures more widely than just within your unit or group of colleagues. The Army devotes enormous resources to realistic, demanding training. Share what you learn!

Finally, one of the hallmarks of our age is that so much happening in the civilian world can—and must—be incorporated into our operations for the Army to succeed. What ideas, techniques, and technologies can we incorporate into how we operate? As we watch the war in Ukraine, there are numerous, clear signs that successful armies are learning organizations that quickly apply imaginative solutions.

As you contribute to our revitalized professional journals, you will be solving problems and you will also be strengthening the profession. For individuals, writing a well-argued article with supporting evidence hones the ability to think critically and communicate. These are essential leader traits. It also requires some courage to put your ideas out there, and both individuals and the institution will take some licks in the process. But this is exactly the type of courage we need right now. It is no different than any other form of training. Well-meaning leaders may be wary of “rocking the boat,” but the Army needs the absolute best ideas at echelon. You have our commitment that we will be open to the best ideas, even if they challenge the sacred cows of the Army’s conventional wisdom. Encourage writing in your formations so that our Army remains the greatest ground force in the world—strong, professional, and ready to defend its fellow citizens.

This is a critical and challenging time to be a soldier of all ranks. The strategic environment virtually ensures there will be plenty of work for the Army in the years ahead, even if we cannot know exactly when, where, or how threats will manifest. Making matters more challenging, the pace of change, technological but also social and cultural, is so great that the character of war is changing faster than ever—faster even than a century ago, when Patton was predicting the impact of technologies like the tank. The country and future soldiers depend on us to devote as much effort to preparing intellectually as we do physically.

We cannot remain static, so we ask this of you: Write for your branch magazines and professional bulletins . Look for opportunities to volunteer as an editor. Spread the word. And join us as we commit to renewing one of our Army’s greatest assets, our culture of professional military writing.

General Randy George is the acting chief of staff of the US Army and the 38th vice chief of staff of the US Army.

General Gary Brito is the 18th commanding general of the US Army Training and Doctrine Command, Joint Base Langley-Eustis, Virginia.

Sergeant Major of the Army Michael Weimer is the 17th sergeant major of the Army.

The views expressed are those of the authors and do not reflect the official position of the United States Military Academy, Department of the Army, or Department of Defense.

Image credit: Chin-U Pak, 2nd Infantry Division/ROK-US Combined Division

This is a very exciting development and I hope that the vocal support of senior leaders provides traction across the Army.

I respectfully suggest that we must revive a number of important Army publications that were shortsightedly terminated or greatly reduced in recent years.

Recruiter Journal should be #1 on the list for immediate resuscitation. This venerable publication served our Army from 1919 well into the 2010s. As a former USAREC, on-production AMEDD recruiter in NYC during the early 2000s, I can personally attest to the importance of encouraging lateral professional discourse within the recruiting community. This type of information sharing will empower those in the field who are currently siloed. I don't know who thought it was a good idea to sunset Recruiter Journal, but it was a myopic decision in retrospect. Our current accessions crisis requires focused writing, reflection, and information sharing. To me, this aligns with the newly launched USAREC Scholars program for high potential CPTs. Perhaps publication in a revived Recruiter Journal could be part of that program?

My second suggestion is that Army Sustainment's current focus is too broad. Individual branch journals should be revived (e.g. OD, QM, and TC). If that is not feasible, at least cleave AG and Finance topics into a separate journal. As an Army Sustainment subscriber, I see the periodicals potential. LSCO/LSMO is a whole new ballgame for an Army whose leaders cut their teeth in GWOT. Many assumptions may not be operative in LSCO (e.g. a permissive environment robust contract support is feasible). To be blunt, many capabilities and much knowledge have atrophied over the last two decades in the sustainment community. LSCO will require real, branch-specific technical skills in petroleum, multimodal transportation, maintenance management, and ammunition. The Army may have to do a lot more for itself than it's done since Desert Storm. This relearning has to start somewhere and it seems to me the branch-agnostic, 90A, "jack of all trades" approach to sustainment leader development won't get us where we need to be. Making all sustainers 90As upon CCC graduation was a 15 year experiment that demands reevaluation and I hope to write a short piece saying as much for Army Sustainment.

Thirdly, what happened to Army Reserve/Warrior Citizen? It also needs to be revived and restored to its historic name: Army Reserve. During my USAWC research, I reviewed a number of issues from the 1970s and 1980s. I was blown away by the robust internal debate and commentary. We have nothing like that today, but need it more than ever. The USAR is quite siloed and stove piped and needs this professional forum.

Finally, what about the AMEDD? AMEDD Journal provides a vital role as a peer-reviewed professional journal for our clinicians; however, it has limited utility for the MTOE operational medical community. As a peer reviewed medical periodical it also has glacial publication lead times. This is not a suggestion to sunset, terminate, or change AMEDD Journal. Instead, perhaps we need something else for our MTOE operational medical community, specifically, the enlisted 68W.

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The Foundation of Army Leadership and Its Factors Essay

Introduction, leadership and organization, leadership philosophy, leadership types.

It is important to note that leadership is among the most critical aspect of the military since it is directly tied to the organization and structure of an army. The given writing will primarily address various fundamentals of army leadership as well as its functional manifestations. The foundation of army leadership stems from leading, developing, and achieving beside or at the front of the subordinates within both direct and indirect settings.

Military and army are heavily organized structures comprised of people coordinating their efforts within strict and obligatory rules of interaction, command, and communication. It is stated that “leadership is the process of influencing people by providing them with purpose, direction, and motivation while you are operating to accomplish a mission and improve the organization” (Clark, 2021, p. 4). A study suggests that there is a “significant correlation between a poor perception of leaders and high behavioral health risk, while effective leadership was associated with improved behavioral health and organizational effectiveness” (Umbrasas, 2022, p. 100). Thus, army leaders have a profound impact not only on how the army performs during operations but additionally how the soldiers are in general.

One should be aware that a disorganized army is no longer an army at its core, which is why an organization is categorized as an essential centerpiece. However, organized behavior and cohesion do not appear on their own, which is the reason for having strong leadership permeating the ranks of the entire army. The organization enables a rigid structure, which turns a group of people into a unified army capable of functioning in a coordinated manner.

Since leadership is about influencing others to undertake specific and appropriate actions, a leader must have a specific set of qualities, attributes, and competencies. The leadership philosophy of an effective army leader is Be, Know, Do. The latter is “the key characteristics of an Army leader that summarize the leader attribute and core leader competencies” (Clark, 2021, p. 5). In other words, a person’s ability to lead in the army is dependent on his or her actions, competence, and character labeled by Do, Know, and Be, respectively. The seven key army values are personal courage, integrity, honor, selfless service, respect, duty, and loyalty (Clark, 2021). Thus, army leaders should focus on self-development and self-growth to obtain the necessary attributes and competencies before they can as such.

The Be dimension of the leadership philosophy primarily refers to leader attributes. These include identity through character, outward appearance and fitness, and intelligence (Clark, 2021). In a sense, an effective army leader must present himself or herself as a leader by looking like, and he or she must have a strongly appealing personality with rigid army values accompanied by a sharp intellect. Competence is directly relevant to the Know aspect of the army leadership philosophy. It is stated that the Know “is as important as good character in your growth as an Army leader. Without it, your command will lack substance” (Clark, 2021, p. 7). In other words, an army leader must be knowledgeable, communicative, innovative, mentally agile, and have sound judgment.

Three key components of competence include training, experience, and education. It might be helpful to add that self-development is of paramount importance for competence, and the outcome of an increase in this component is mutual trust. It is stated that “soldiers should continually develop competence through institutional education, realistic training, and self-development” (Tolman, 2020, para. 4). In addition, “mutual trust and shared understanding between leaders and subordinates will grow once competence is established” (Tolman, 2020, para. 4). In other words, not only competence in itself is critical for mission command, but it lays a foundation or basis for other key principles of the latter. These seven principles of mission command such as “competence, mutual trust, shared understanding, commander’s intent, mission orders, disciplined initiative, and risk acceptance” (Tolman, 2020, para. 3). Thus, all other elements are tightly reliant on soldiers being competent in their actions and knowledge.

The Do dimension is about how an effective army leader ought to act, where comradeship and devotion to the cause are of paramount importance. It is stated that “nothing speaks more clearly to your subordinates about your commitment to excellence and improvement than your ongoing assessment of the unit’s performance and your leading the way toward improvement” (Clark, 2021, p. 8). Therefore, an army leader leads, develops, and achieves alongside his or her subordinates. It can take some level of creativity, adaptability, and innovativeness to identify and utilize such an opportunity. However, it is interesting to know about the boundaries of freedom of action under the disciplined initiative since there is a certain degree of interpretation of what is the commander’s intent. In addition, a question might emerge about the perceptive aspect of the disciplined initiative, which leads to the failure of achieving this intent.

It should be noted that leadership in the army can be direct or indirect. For the former, “direct leadership is face-to-face, first-line leadership. Subordinates of direct leaders see them all the time at the team, squad, section, platoon, company, battery, squadron, and battalion levels” (Clark, 2021, p. 10). For instance, a commander’s intent of mission command is a form of exercising one’s authority to utilize a commander’s intent to command through his or her leadership. In other words, it takes place when a commander uses mission orders to initiate a disciplined action with the use of his or her intent to enable adaptive and agile conduct of operations, which are based on authority and leadership.

Indirect leadership refers to a leader with no legitimate hierarchal basis but who leads through experience or character nonetheless. Unlike a direct form, it is a type of art of leadership, where confidence and trust are key ingredients to achieving a common goal. There is a strong element of empowerment and motivation involved in indirect leadership. The given exercise of authority avoids micromanagement by undertaking the risk of mistakes and execution errors based on reliance on guidance and parameters of action.

In conclusion, it is critical to note that the foundation of army leadership stems from leading, developing, and achieving beside or at the front of the subordinates within both direct and indirect settings. A wide range of fundamentals of army leadership, as well as its functional manifestations, were assessed and analyzed. Since organization and structure are highly important for an army, leadership must be thoroughly studied as the sole enabler of cohesion, coordination, and unity in action. Army leaders can have a profound impact not only on how the army performs during operations but additionally how the soldiers are in general.

Clark, M. (2021). Introduction to army leadership [PDF document]. Web.

Tolman, F. N. (2020). Mission command: A senior enlisted leader’s perspective . NCO Journal. Web.

Umbrasas, K. (2022). Rediscovering leadership as an antidote to adjustment problems in the army [PDF document]. Web.

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Importance Of Army Values (Essay Sample)

Importance of army values.

These days the military of the nation is the substance of its freedom, patriotism, national security and power. Armed force, particularly its detail, brave troopers and insightful authorities, is generally celebrated in our way of life, history and broad communications. The twentieth century, with its wars and various clashes changed a great deal in impression of the armed force and now our kin take the armed force as a vital and fundamental piece of our life. The principle armed force esteems can be depicted by the acronym “LDRSHIP” that stands for seven center esteems, for example, dedication, obligation, regard, sacrificial administration, respect, uprightness and individual boldness. For instance In the United States’ armed forces, one is instructed to live by the Seven Armed force Esteems. This essay seeks to describe the importance of army values in the armed forces.

Soldiers are altogether instructed these seven armed force esteems more than once from the very beginning in the assembled states armed force. To begin with one retains these qualities and at that point one is prepared to live by them. These seven esteems match with each other, and play an imperative come in armed force lives. These seven armed force esteems likewise play well into life outside the armed force in one’s own life. Devotion is an unflinching help and conviction towards somebody or something. Obligation is essentially being committed. Respect is holding each esteem near the heart and living them daily. Integrity implies making the wisest decision regardless of the circumstance. To have uprightness is to heed your gut feelings to make the best choice ethically and legally. Personal Fearlessness implies having the capacity to lift yourself up when you have fizzled, being more grounded than the voice of uncertainty with a specific end goal to proceed onward and finish the mission. Regard is to have trust that individuals will satisfy their obligations and finish what is anticipated from them. Magnanimous administration is the demonstration of playing out an administration without expecting any sort of individual pick up.

These seven armed force estimations of obligation, regard, faithfulness, magnanimous administration, respect, trustworthiness and individual bravery are the center of the cutting edge military culture. The general thought of the principle armed force esteems can be additionally extended with the U.S. armed force’s statement of purpose: “to battle and win our country’s wars by giving brief, maintained land predominance over the full scope of military operations and range of contention in help of warrior authorities. Knowing the principle armed force esteems is the mandatory initial step for each trooper who joins the armed force; following these qualities is the way of life of military men who remains for its nation and country. Any person, who decides to join the military, is required to commit themselves to achieving and maintaining main army values of the corresponding country.

Overall, the seven army values of obligation, regard, faithfulness, magnanimous administration, respect, trustworthiness and individual bravery are the center of the cutting edge military culture. Knowing the principle armed force esteems is the mandatory initial step for each trooper who joins the armed force and following these qualities is the way of life of military men who remains for its nation and country. Any person, who decides to join the military, is required to commit themselves to achieving and maintaining main army values of the corresponding country. The army values are generally important because they help on to always do what is right, what is just and what is fair, and also to fight for the country from external threats and within.

Army Leadership Definition

This essay about the United States Army’s definition of leadership examines how leadership is conceptualized within a military context. It defines leadership as the process of influencing people by providing purpose, direction, and motivation to both accomplish missions and improve the organization. Key aspects include the distinction between influence and authority, and the emphasis on providing purpose to understand the ‘why’ behind actions, clear direction to minimize confusion during operations, and motivation to inspire and maintain morale. The essay also discusses the Army’s rigorous leadership development programs that aim to cultivate resilience and adaptability, alongside a strong moral compass guided by the Army’s core values. Overall, the essay highlights how the Army’s leadership model integrates tactical execution with ethical considerations, creating leaders equipped to handle both the physical and moral challenges of their roles.

How it works

The United States Army’s delineation of leadership is exacting and context-driven, sculpted by the idiosyncratic demands of military duty. As per the Army’s tenets, leadership constitutes “the process of influencing individuals by furnishing purpose, guidance, and impetus to achieve the mission and enhance the organization.” This conceptualization is not merely theoretical but reflects a pragmatic approach forged by the imperatives of an institution where the stakes encompass survival, triumph, and efficiency in exceedingly demanding circumstances.

This elucidation accentuates several pivotal facets.

Primarily, leadership in the Army revolves around influence rather than dominion. This distinction is pivotal because while authority can mandate compliance, influence cultivates willingness and zeal among soldiers, pivotal for cohesion and morale in arduous contexts. Secondly, the Army delineates three vital elements that leaders must furnish: purpose, guidance, and impetus. Each facet serves a distinct role in ensuring that collective endeavors are synchronized and efficacious.

Purpose assumes paramount importance as it confers soldiers with a rationale for their endeavors, especially consequential in combat scenarios where comprehension of the ‘why’ behind a mission can profoundly impact its execution. Purpose aids soldiers in discerning the broader picture and their role therein, augmenting their dedication to the assigned task.

Guidance encompasses the transmission of lucid, succinct, and actionable directives. In the military milieu, where operations can be intricate and fluid, the capacity to dispense clear guidance ensures that everyone comprehends what must be accomplished, how it fits into the overarching strategy, and the anticipated outcomes. Effective guidance mitigates confusion and enhances the likelihood of mission success.

Impetus pertains to the leader’s role in galvanizing and inspiring soldiers to persevere amidst obstacles and adversities. Motivation in the Army milieu often hinges on instilling confidence in the team’s capabilities, fostering a robust sense of camaraderie, and safeguarding the well-being of subordinates. It also entails the leader’s empathy and adeptness in connecting with their soldiers on a personal level, comprehending their needs, apprehensions, and aspirations.

Moreover, the Army accords considerable value to the cultivation of leadership proficiencies. Its pedagogical initiatives are rigorous, amalgamating physical trials with cognitive and emotional growth. These initiatives are tailored to instill a leadership ethos that is adaptable, resilient, and efficacious under duress. The Army’s methodology acknowledges that leadership is not innate but can be nurtured through exposure, education, and introspection.

Additionally, the Army’s leadership framework encompasses a moral facet, where leaders are enjoined to exemplify and uphold the Army’s foundational values: fealty, obligation, deference, selflessness, honor, rectitude, and personal valor. These values are not mere rhetoric but are expected to manifest in a leader’s decision-making paradigm and interactions with others. The ethical dimension underscores the import of moral conduct in preserving the trust and esteem of subordinates, indispensable in a hierarchical and discipline-oriented establishment like the Army.

In summation, the Army’s characterization of leadership encapsulates a fusion of influence, accountability, and ethical rectitude, tailored to address the exigencies of military duty. This holistic perspective transcends the mere execution of tasks; it encompasses inspiring and nurturing the individuals tasked with these duties, fostering a sense of obligation and respect within the ranks, and preparing leaders to confront both the physical and ethical vicissitudes of their roles. The Army’s model of leadership, with its emphasis on purpose, guidance, and motivation, furnishes a robust framework not solely for military efficacy but also for leadership preeminence in broader milieus.

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Home — Essay Samples — Government & Politics — United States Army — The United States Army: On Accountability In The Military

The United States Army: on Accountability in The Military

Categories: Army Army Values United States Army

About this sample

Words: 1981 |

10 min read

Published: Mar 18, 2021

Words: 1981 | Pages: 4 | 10 min read

Time-honored american traditions that are still practiced today, the importance of accountability in the army, works cited.

Why does the Army stress accountability so much?
What adverse actions can happen to an organization when a Soldier fails to be accountable?
What are the benefits of accountability and how they benefit the Army?
How I can exercise accountability more efficiently in the future?
What have l learned throughout this experience?
Army Doctrine Publication 6-0: Mission Command. (2019). Headquarters, Department of the Army. https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN17980_ADP%206-0%20FINAL%20WEB.pdf
Army Regulation 600-20: Army Command Policy. (2019). Headquarters, Department of the Army. https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20608_R600_20_FINALWEB.pdf
Cline, J. C. (2013). Accountability: The key to driving a high-performance culture. Wiley.
Converse, P. D. (2004). Accountability and the Army. Army Magazine, 54(12), 39-43.
Duncan, G. J., & Brooks-Gunn, J. (Eds.). (1997). Consequences of growing up poor. Russell Sage Foundation.
Heinonen, J., & Alanen, P. (2015). Accountability and the quest for responsible leadership. Journal of Business Ethics, 126(3), 437-450.
Laver, J. H., & Sergent, J. (2013). Leadership accountability in a complex world. Routledge.
McEwen, J. A., Tomlinson, J., & Koss, F. K. (2008). Maintaining accountability for the Army profession: The requirement for collective responsibility. Parameters, 38(1), 84-98.
Pierce, J. L., & Aguinis, H. (2013). The too-much-of-a-good-thing effect in management. Journal of Management, 39(2), 313-338.
U.S. Army. (2020). Army Values: Loyalty, duty, respect, selfless service, honor, integrity, personal courage. Retrieved from https://www.army.mil/values/

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Pentagon races to prop up Ukraine's hard-fighting 47th Mechanized Brigade that's exhausted, report says

Ukraine's 47th Mechanized is equipped with top US military hardware.
It has been in continuous cobat for many months.
The Pentagon plans to replenish the powerhouse brigade with Bradley fighting vehicles, Forbes said.

Ukraine's hard-fighting 47th Mechanized Brigade is battle-weary and urgently needs US support, Forbes reported.

Trained by NATO instructors, the 47th Brigade all-volunteer unit is one of Ukraine's powerhouse brigades . It is equipped with US-made military hardware, including M1 Abrams tanks, M2 Bradley fighting vehicles, and M-109 howitzers.

In January, the 47th battling reputation was burnished when an attack using Bradley fighting vehicles became an international news story. A video of one of the US-built combat vehicles hammering a T-90M, which Putin has called "the world's best tank," with chain gun fire from its 25 mm cannon, was widely reported.

The Ministry of Defense of Ukraine posted the video online, attributing it to the 47th Brigade fighting in Stepove, a village outside Avdiivka in northeastern Ukraine.

This week, the ministry released new footage showing the destruction of Russian tanks and combat vehicles that it said had been eliminated by Bradley IFVs and FPV drones of the 47th Brigade.

That's how russian combat vehicles look like after the meeting with Bradley IFV and FPV drones. 📹: 47th Mechanized Brigade pic.twitter.com/2mwtCVCWhN — Defense of Ukraine (@DefenceU) May 4, 2024

But with nearly continuous combat since Ukraine's unsuccessful counteroffensive last summer, the Brigade's 2,000 troops need respite, resupply, and reinforcement, Forbes said.

The Pentagon is set to help replenish depleted resources and bolster combat effectiveness quickly, Forbes said.

Watch: Inside the US Factory making Ukraine's most important ammo

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IDF fires artillery shells into Gaza as fighting between Israeli troops and Islamist Hamas militants continues on Oct. 12, 2023.

Middle East crisis — explained

The conflict between Israel and Palestinians — and other groups in the Middle East — goes back decades. These stories provide context for current developments and the history that led up to them.

What to know about a possible Israeli military offensive in Rafah

Becky Sullivan

Aya Batrawy

Amid the rubble of a collapsed building in Rafah, in southern Gaza, a woman and a girl search for items on April 24, following reported Israeli airstrikes overnight. Mohammed Abed/AFP via Getty Images hide caption

Amid the rubble of a collapsed building in Rafah, in southern Gaza, a woman and a girl search for items on April 24, following reported Israeli airstrikes overnight.

RAFAH, Gaza Strip — Some of the more than 1 million displaced Palestinians in Gaza's southern city of Rafah are weighing the risks of whether to stay or flee as concerns grow of a military offensive there that Israel says is necessary for its war aims.

Israeli Prime Minister Benjamin Netanyahu approved the military's plan for an attack on Rafah last month, but there's still no publicly announced time frame for an assault.

Several recent developments, though, indicate the military may be laying the groundwork for its plans. This week, the military announced it had called up two reserve brigades for duty in Gaza. Satellite images examined by NPR show several new tent encampments, which can hold thousands of people, have been erected this month in areas north of Rafah. There have also been almost daily airstrikes on the city in recent weeks, indicating increased pressure by the military on Rafah.

Middle East

Even before a planned israeli ground offensive, airstrikes have made rafah unsafe.

Israel says an offensive is necessary to eliminate Hamas and free the remaining 133 hostages taken captive in the Oct. 7 attack, most of whom are believed to be alive. Israel earlier this year freed two hostages from Rafah in an operation that killed scores of Palestinians.

Abdullah Omar is one of the many displaced people sheltering in Rafah. The accountant, who fled Gaza City with his family months ago, said the thought of an invasion makes him feel paralyzed before his children.

Like many people in Rafah, he's sheltering in a crowded apartment with other families. There are babies, elderly and ill people among them, he said. The idea of relocating to a tent is painful, he said, because his wife is still breastfeeding their youngest child and needs privacy. The prospect of an offensive is "one of the most terrifying things for us," he said.

Refugee tents near Rafah on April 23. Since April 1, hundreds of new tents have appeared at the very northern edge of Rafah. Maxar hide caption

Refugee tents near Rafah on April 23. Since April 1, hundreds of new tents have appeared at the very northern edge of Rafah.

Threats of an invasion have been a tool that Israel has used in negotiations with Hamas for a temporary cease-fire to release hostages, but those talks — mediated by Qatar and Egypt — have stalled, in large part over the duration of a cease-fire, as Israel insists it must take Rafah and dismantle Hamas battalions it says operate there.

But with those talks at an impasse now for weeks, there's growing worry in Rafah of an impending assault. There's a "deep anxiety prevailing in the south about the possible, looming, upcoming military offensive, which seems to be back on the table," Philippe Lazzarini, the head of the U.N. relief agency for Palestinians, said this week.

What we know about Israel's plans

A senior Egyptian official told NPR that Israeli intelligence officials have indicated five areas in Rafah where they say tunnels and militant hideouts are present. The official spoke on condition of anonymity to discuss the sensitive nature of the discussions. The official disputed Israeli claims of tunnels in some of those areas.

"Hamas should know that when the IDF [Israel Defense Forces] goes into Rafah, it would do best to raise its hands in surrender. Rafah will not be the Rafah of today," Israeli Brig. Gen. Itzik Cohen told Israeli public broadcaster Kan on Tuesday, adding that the city would be free of arms and hostages.

Why Egypt won't allow vulnerable Palestinians across its border

For weeks, senior Israeli officials and members of the Biden administration have been in talks about Israel's plans for an offensive in Rafah. Egyptians officials tell NPR that some of those plans have also been shared with Egypt.

Ahmed Barhoum, displaced and now in Rafah, holds the body of his daughter Alaa, 5, at a morgue on April 20. Israeli airstrikes the night before killed the child, her mother and seven other people, most of them children sheltering in a home in Rafah. Abed Rahim Khatib/Anadolu via Getty Images hide caption

Multiple officials with knowledge of the discussions have expressed worry about the possibility of a high death toll among Palestinian civilians as Israel targets areas with suspected tunnels.

The U.S. has pressed Israel to pursue "alternate ways" of addressing a Hamas military presence in Rafah, said Ambassador David Satterfield, the U.S. special envoy for Middle East humanitarian issues.

"We think there are other ways to deal with this. And if there is not a credible, executable humanitarian plan, then we cannot support a ground operation," Satterfield told reporters Tuesday.

For its part, Egypt issued a statement this week denying "any dealings with Israel" regarding Rafah, and it reiterated its strong opposition to an offensive in Gaza along Egypt's border, saying it "will lead to massacres, massive human losses, and widespread destruction."

Tents are being built that can hold thousands of people

NPR has identified at least four large tent encampments erected north of Rafah over the past month. Commercial satellite imagery shows two were erected near Khan Younis over the past week.

A mass evacuation of Palestinians from Rafah could take weeks, and there's no confirmation these tents are being set up for that purpose. The Israeli military declined to comment when asked by NPR about the new tents as seen on satellite imagery.

Israel's Ministry of Defense said this month that it planned to purchase 40,000 tents to house Palestinians displaced from Rafah. With a capacity of up to 12 people in each, the tents could, in theory, house up to 480,000 Palestinians — about a third of the number of people thought to be sheltering in Rafah.

Palestinians in the Gaza Strip who fled Israeli attacks and took refuge in Rafah live in makeshift tents with limited means and under harsh conditions, as seen here on April 22. Abed Rahim Khatib/Anadolu via Getty Images hide caption

Palestinians in the Gaza Strip who fled Israeli attacks and took refuge in Rafah live in makeshift tents with limited means and under harsh conditions, as seen here on April 22.

The U.S. says it wants to see a humanitarian plan for Rafah that includes shelters and access to health care and aid for civilians.

"There are currently somewhere around 1.4 million people in Rafah — many of them displaced from other parts of Gaza. It's imperative that people are able to get out of the way of any conflict, and doing so is a monumental task for which we have yet to see a plan," U.S. Secretary of State Antony Blinken said last week.

He said it's not enough to just move people out of harm's way. He said it's imperative that "they can be supported with humanitarian assistance."

An official with the Egyptian Red Crescent told NPR that the aid organization is involved in building new tents in Gaza, though he would not comment on the specific location of these efforts, citing security concerns. The official spoke anonymously to discuss the ongoing work. A spokesperson at the Egyptian Red Crescent declined to comment.

Egypt is concerned that an Israeli assault on Rafah could forcibly displace Palestinians into Egypt's Sinai Peninsula . Egyptian President Abdel Fattah el-Sisi has said this could drag Egypt into the war and facilitate a mass exodus of Gazans who may never be allowed to return.

Aid groups say a Rafah operation would be "catastrophic"

Humanitarian groups and U.N. agencies have based their operations out of Rafah for much of the war. It's the only exit point for wounded Palestinians seeking treatment abroad and the few who can afford expensive visas to leave. It's also how aid workers and much of Gaza's humanitarian aid enters.

For the 68 orphans saved from Rafah, the road to recovery is likely to be a long one

War has forced half of Gaza into Rafah. Palestinians there are at a breaking point

A military offensive in Rafah would be "catastrophic," says Samah Hadid, a spokesperson for the Norwegian Refugee Council, which provides food, water and other humanitarian supplies to displaced Palestinians. "Any offensive would just cause the aid response to come to a complete collapse," she says.

Like most major aid groups, the Norwegian Refugee Council does not currently have set plans to evacuate, says Hadid. In the event that an offensive does begin, she says, "we would hope to stay and to deliver support to the displaced population as much as possible and as safely as possible."

Several humanitarian organizations had already suspended operations in Gaza this month after an Israeli airstrike on a World Central Kitchen aid convoy killed seven of the organization's workers.

A majority of organizations working in Rafah have contingency plans for an evacuation. But those plans cannot be fully effective without more credible information from Israel, said Joseph Kelly, the director of the Association of International Development Agencies, an organization that coordinates with aid groups working in Gaza.

"To the best of their ability, they're stockpiling aid. They're looking at certain locations [north of Rafah] such as Al-Mawasi, Deir al-Balah and parts of Khan Younis where there's some level of structural integrity to serve people that would eventually be pushed there," he said.

COGAT, the Israeli agency responsible for Palestinian affairs, has said it will notify aid groups "in a reasonable amount of time," Kelly said, but the agency has not specified how soon that warning will come.

Palestinians say there's no safe place to go

In March, a targeted raid on Gaza City's Al-Shifa hospital killed 200 militants, according to Israel's military, which hailed the raid as a model. The fighting also decimated the hospital, and the Palestinian civil defense says hundreds of bodies, many of them civilians, are still being recovered in the city, which is sparsely populated these days compared with Rafah.

What is Gaza's Rafah crossing and why is it important?

The United Nations says more than a million Palestinians are sheltering in Rafah, a fourfold increase from the city's prewar population and more than half of the Gaza Strip's total population. Many of the displaced individuals have crowded by the dozens into apartments or houses owned by extended family or friends. Others have lived for months in tents or other temporary structures .

Hadi Al-Sayyed, who was displaced from his home in Gaza City and now lives in an unused storefront with his family, says people are slowly dying in Rafah and being targeted in airstrikes there too.

"When they tell us to go to any place, we will go, but only if they provide us with a place to live and provide water and food — not just throw us in the desert and tell us 'survive,'" he says.

Bodies of employees of the aid organization World Central Kitchen who were killed in an Israeli attack on April 1 are taken from Al-Najjar hospital and sent by ambulances to Egypt through the Rafah border crossing in the Gaza Strip on April 3. Abed Rahim Khatib/Anadolu via Getty Images hide caption

Already, though, Rafah is unsafe for civilians. Israeli airstrikes have ramped up over the past month. More than 230 people have been killed in airstrikes in Rafah since March 21, with three-quarters of the victims women and children, according to Yousef Ibrahim, who works with the Palestinian Centre for Human Rights and compiles data from hospitals about the strikes on his city.

Al-Sayyed says people's patience has run out. He says people might try to climb the border fence with Egypt or try to return to their homes in Gaza City, where Israeli tanks have cut off access, saying militants could try to regroup there.

He says people don't want foreign aid or assistance or even a cease-fire. "We want the war to end," he said.

Reporting by Becky Sullivan in Tel Aviv, Israel; Aya Batrawy in Dubai, United Arab Emirates; Anas Baba in Rafah, Gaza Strip; and Jane Arraf in Amman, Jordan. Additional reporting from Michele Kelemen and Itay Stern in Tel Aviv; Ahmed Abuhamda in Cairo; and Geoff Brumfiel in Washington, D.C.

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Veteran Collected Benefits After Lying About Purple Heart, U.S. Says

Sharon Toney-Finch, who served in Iraq, was charged with fraudulently claiming to have a Purple Heart and with defrauding the Department of Veterans Affairs.

Sharon Toney-Finch smiles at the camera while wearing a green baseball cap and a blue shirt/

By Claire Fahy

A woman in upstate New York was arrested on Wednesday and charged with fraudulently claiming to be a Purple Heart recipient, federal prosecutors said.

The woman, Sharon Toney-Finch, 43, of Newburgh, N.Y., defrauded military charities and the Department of Veterans Affairs by lying about having received the Purple Heart, a military award given to those wounded or killed in action, Damian Williams, the U.S. attorney for the Southern District of New York, said in a statement.

Ms. Toney-Finch claimed that she had survived a terrorist attack on her convoy in Iraq while serving a tour in March 2010, the statement said. She also claimed to have been wounded in a mortar attack the preceding February.

In March 2016, Ms. Toney-Finch began collecting disability benefits from the department after lying about getting injured during her military service, federal prosecutors said. Between July 2019 and September 2023, she defrauded donors to a charity she founded by claiming any money donated would go to supporting homeless veterans, when she in fact spent the funds on personal expenses, the statement said.

If convicted, Ms. Toney-Finch faces more than 30 years in prison for wire fraud, theft of government funds, stolen valor and altering military paperwork.

“Sharon Toney-Finch allegedly engaged in a series of lies in which she misappropriated donations for military charities and falsely nominated herself as a Purple Heart recipient to receive illicit disability benefits,” James Smith, the F.B.I. assistant director in charge of the investigation, said in a statement. “Acts of stolen valor are especially egregious as they distract from sacrifices of those who were truly injured defending our nation.”

Ms. Toney-Finch also lied to the National Purple Heart Hall of Honor in order to obtain a medallion and to have her name mentioned on the foundation’s website. She used a military discharge certificate that had been altered to falsely show Purple Heart status, prosecutors said.

In May 2023, Ms. Toney-Finch came under fire after she recruited a group of homeless men to pose as homeless veterans and claim that they had been kicked out of an upstate hotel shelter so that it could house migrants. Representative Mike Lawler, a Republican who represents the area in Congress, initially fell for Ms. Toney-Finch’s scheme before denouncing it and describing her actions as “appalling.”

“Her decision to exploit our veterans — and the genuine admiration and love our community has for them — could have turned an already tense situation into something much worse,” he said.

Gov. Kathy Hochul also called the situation “deeply troubling,” adding that the hotel in question had a “legal contract” to house migrants, “and if people want to fabricate stories to undermine the whole process, I think it’s reprehensible.”

Claire Fahy reports on New York City and the surrounding area for The Times. She can be reached at [email protected]. More about Claire Fahy

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