Chapter 1

Introduction, Research Questions and Structure

1.1 Introduction

This study examines leadership within the Armed Forces of Malta (AFM) from 1972 to the present. The Armed Forces, by nature, operate in demanding and high-stakes environments. Whether during peacetime or conflict, effective leadership is critical to the successful functioning of military institutions. Leadership in the military is not merely about issuing commands, but involves a complex interplay of responsibilities and human dynamics. The study begins with the proposition that successful military leaders must balance the roles of “king, priest, diplomat, thinker, and doer” — a combination that renders the position of Commander both challenging and isolating. [Keegan, J. The Mask of Command. London: Penguin Books, 1988, p. pre-heroic leadership]

Unlike civilian organisations, military institutions are shaped by their unique operational realities. [Kuronen, T. “Leadership in Contemporary Military: Mavericks in the Bureaucracy”, Journal on Baltic Security, 1 (2017), p. 1]

To the untrained eye, the military may seem rigid, yet commanders must project authority sufficient to command both respect and compliance. [Lewinska, M. “The Role of Communication in Military Leadership”, Journal of Corporate Responsibility and Leadership, 2 (2015), p. 38]

When leadership falters, confusion and disorder can ensue. [Smith, B. “All Anarchy and Confusion”: Leadership and the Contests for Collective Approval in Early Kentucky, Register of the Kentucky Historical Society, 114 (2016), p. 138]

In contrast, effective leaders balance being authoritative figures and symbols of institutional identity. [Kuronen, T., 2017, p. 170]

Given the size and structure of military organisations, strong organisational, logistical, and interpersonal skills are vital. [Lewinska, M., 2015, p. 38]

From the outset, newly commissioned officers in the AFM are trained to uphold specific standards of conduct, regardless of their chosen specialisations. This foundational training instils values of resilience, team orientation, and exemplary conduct. [Kuronen, T., 2017, p. 170; The Royal Military Academy Sandhurst, “An Army Leadership Code: An Introductory Guide”, 2015, p. 5]

AFM commanders often develop personal leadership styles over time, choosing to lead through bureaucratic authority, interpersonal rapport, or a mix of both. [Sandhurst, 2015, p. 23]

The AFM, rooted in British military tradition, retains many historic values such as deterrence and air defence. [Agius, M. “The Royal Malta Artillery – Honour on the Battlefield”, Times of Malta, 23 March 2014]

However, leadership within the AFM has had to adapt to significant institutional and political shifts, especially as civilian government influence has fluctuated. Some commanders have resigned in protest over such changes, while others have remained steadfast in preserving the organisation’s professionalism.

Before delving into the leadership context and biographies of commanders, the research aims and questions are presented below.

1.2 Research Aims and Rationale

This thesis investigates leadership within the Armed Forces of Malta from its establishment in 1972—replacing the Malta Land Force—through to the present day. The core research questions are:

• A 2006 dissertation on the history of the AFM from 1970–1980, which examines its socio-political context.

• Warrington’s study, “Standing to Arms in Lilliput”, which investigates the relationship between the armed forces, domestic politics, and Malta’s foreign affairs from 1965–1997.

• Chapter 2: Military Leadership Styles
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  This chapter surveys existing literature on military leadership. It draws on academic sources, policy documents, and defence publications to present the main leadership styles found in military contexts, their applications, and their effectiveness. This chapter also outlines the research methodology.

• Chapter 3: The Armed Forces of Malta – Context for Leadership
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  This chapter establishes the institutional and political backdrop against which AFM leadership developed. It discusses significant reforms, political dynamics, and the emergence of different command styles across five historical phases. The chapter highlights how environment and structure influence leadership.

• Chapter 4: The Commanders – A Leadership Style Analysis
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  Here, the leadership theories outlined in Chapter 2 are applied to profiles of AFM commanders, compiled through documentary evidence and interviews. The chapter identifies patterns, contrasts in leadership style, and links between personality, context, and leadership outcomes.

• Chapter 5: Conclusion
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  This final chapter synthesises findings and reflects on the study’s contribution to understanding leadership in microstate military institutions. It identifies limitations, unresolved questions, and opportunities for further research.