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The article focuses on the impact of toxic leadership on military subordinates, based on a case study of an experience of the Operational Support Squadron, 12th Combat Engineer Regiment of the Australian army under toxic leadership which resulted to improved organizational performance. It is shown that toxic leadership could yield positive results if there is unity between junior and middle leadership, enhancement of long-term operational preparedness and preservation of operational capability.

The article focuses on the integration of resilience techniques into the day-to-day operations of the infantry rifle platoons of the U.S. Army. The resilience training is based on constant practice among soldiers, identification of corrections while soldiers are practicing the techniques, and launching group instruction. The techniques include avoidance of undue magnification of catastrophic events, development of the right perspective and the search for appropriate solutions.