LEADING MARINES DEVELOPING LEADERS
COMPREHENSIVE EXAM 2026
◉ LOYALTY. Answer: This is the quality of faithfulness to country,
Corps, and unit. The motto of our Corps is Semper Fidelis, Always
Faithful. Marines demonstrate this loyalty up and down the chain of
command to seniors, subordinates, and peers. Loyalty to seniors as
an example to subordinates (and peers) is an expected standard,
whether you are in agreement with a decision or not. When loyalty
permeates a unit to the degree that Marines will not tolerate a peer
"screwing up" because it makes him and the unit look bad, many
problems will vanish and the unit will be truly cohesive.
◉ ENTHUSIASM. Answer: This is the display of sincere interest and
exuberance in the performance of duty. Displaying interest in a task,
and an optimism that it can be successfully completed, greatly
enhances the likelihood that the task will be successfully completed.
The leader's enthusiasm and interest can light the spark for Marines.
To be recommended for promotion, a Marine should display desire
to advance and show enthusiasm and potential for increased
responsibility.
◉ GOOD CHARACTER. Answer: Leaders must have good character as
defined by our core values and leadership traits. Good leaders
develop and sustain these traits in themselves and their Marines.
,These traits bear directly on the quality of our leadership. Each trait
is important, and a lack of development in one or more of the traits
makes for unbalanced and ineffective leaders.
The development of our own character requires constant vigil and
self assessment. It is a life-long journey that involves being
honorable, courageous, and committed to something bigger than
ourselves.
◉ LEARNING TO LEAD. Answer: Good character is just the
beginning. Men and women of good character must learn how to
lead. While the leadership traits develop personal qualities, the 11
leadership principles develop leadership abilities.
The 11 leadership principles:
•Know yourself and seek self-improvement.
•Be technically and tactically proficient.
•Develop a sense of responsibility among your subordinates.
•Make sound and timely decisions.
•Set the example.
•Know your Marines and look out for their welfare.
•Keep your Marines informed.
•Seek and take responsibility for your actions.
, •Ensure assigned tasks are understood, supervised, and
accomplished.
•Train your Marines as a team.
•Employ your command in accordance with its capabilities.
◉ KNOW YOURSELF AND SEEK SELF-IMPROVEMENT. Answer: This
principle of leadership should be developed with the use of
leadership traits.
Evaluate yourself by using the leadership traits to determine your
strengths and weaknesses. Then simply utilize your strengths and
improve your weaknesses.
With a knowledge of yourself, and your knowledge and experience
of group behavior, you can determine the best way to deal with any
given situation.
Some situations may require the firm, hard stand; however, in other
situations the mentor approach may work better.
You can improve yourself by reading, continually seeking
opportunities for education, or even just through observation.
COMPREHENSIVE EXAM 2026
◉ LOYALTY. Answer: This is the quality of faithfulness to country,
Corps, and unit. The motto of our Corps is Semper Fidelis, Always
Faithful. Marines demonstrate this loyalty up and down the chain of
command to seniors, subordinates, and peers. Loyalty to seniors as
an example to subordinates (and peers) is an expected standard,
whether you are in agreement with a decision or not. When loyalty
permeates a unit to the degree that Marines will not tolerate a peer
"screwing up" because it makes him and the unit look bad, many
problems will vanish and the unit will be truly cohesive.
◉ ENTHUSIASM. Answer: This is the display of sincere interest and
exuberance in the performance of duty. Displaying interest in a task,
and an optimism that it can be successfully completed, greatly
enhances the likelihood that the task will be successfully completed.
The leader's enthusiasm and interest can light the spark for Marines.
To be recommended for promotion, a Marine should display desire
to advance and show enthusiasm and potential for increased
responsibility.
◉ GOOD CHARACTER. Answer: Leaders must have good character as
defined by our core values and leadership traits. Good leaders
develop and sustain these traits in themselves and their Marines.
,These traits bear directly on the quality of our leadership. Each trait
is important, and a lack of development in one or more of the traits
makes for unbalanced and ineffective leaders.
The development of our own character requires constant vigil and
self assessment. It is a life-long journey that involves being
honorable, courageous, and committed to something bigger than
ourselves.
◉ LEARNING TO LEAD. Answer: Good character is just the
beginning. Men and women of good character must learn how to
lead. While the leadership traits develop personal qualities, the 11
leadership principles develop leadership abilities.
The 11 leadership principles:
•Know yourself and seek self-improvement.
•Be technically and tactically proficient.
•Develop a sense of responsibility among your subordinates.
•Make sound and timely decisions.
•Set the example.
•Know your Marines and look out for their welfare.
•Keep your Marines informed.
•Seek and take responsibility for your actions.
, •Ensure assigned tasks are understood, supervised, and
accomplished.
•Train your Marines as a team.
•Employ your command in accordance with its capabilities.
◉ KNOW YOURSELF AND SEEK SELF-IMPROVEMENT. Answer: This
principle of leadership should be developed with the use of
leadership traits.
Evaluate yourself by using the leadership traits to determine your
strengths and weaknesses. Then simply utilize your strengths and
improve your weaknesses.
With a knowledge of yourself, and your knowledge and experience
of group behavior, you can determine the best way to deal with any
given situation.
Some situations may require the firm, hard stand; however, in other
situations the mentor approach may work better.
You can improve yourself by reading, continually seeking
opportunities for education, or even just through observation.
