36 various types of units. Commanders also need to keep abreast of developments taking place in the environment and should have adequate knowledge of management of change so that they can work as facilitators. The higher the level of a commander, the wider should be his knowledge horizon so that he can understand the necessity to implement the desired change. 3.19 The Moral Component. The moral component concerns the ability to get people to fight. Maintenance of morale is a principle of war and, as such, embraces the moral and physical aspects of combat power. High morale stems from sound training, confidence in equipment and good administration as well as confidence in commanders, discipline, self-respect and clear knowledge of what is going on and what is required. Yet the ability to get people to fight is not just a question of morale; it also involves the following aspects:Basic Morality. It is extremely important that the basic morality of individuals in the Indian Army is always above board. Professional honesty, courage of conviction, integrity, tolerance to accept reality and differing points of view are some of the essential qualities which should always be encouraged. The higher the position in the hierarchy, the greater should be the commitment to moral values. In addition, a commander should posses the courage to take hard decisions. • Motivation. Soldiers who are well motivated, and well led work as a team. Teamwork breeds comradeship which, in turn, leads to pride in belonging to a team and fosters esprit de corps. Motivation thrives on a continuing sense of purpose and it is the job of the commander to instil this purpose. Although national will, reflected in Government directives, serves to give the soldier this sense of purpose, it is the responsibility of the commander to make soldiers fully identify with these. It must be clearly understood that leading soldiers in pursuit of causes that they do not understand is a daunting task. •