Henry V, King of England, makes many decisions in Shakespeare's play that reflect a sound grasp of the essentials of good management. In the play Henry decided that he had a right to the throne of France and that he would wage a war against that country by means of invasion. After a few early victories Henry's army was worn out and sick. But the King, like any good manager, rallied the army by giving them a good reason to fight. At the Battle of Agincourt they went on to defeat the great French army that outnumbered them five to one.
In the time of Henry's reign the soldiers of all classes could be required to fight whether they wanted to or not. But, as Henry understood, they would never fight as well when being forced as they would if they had a good reason. Henry's principal strategy, therefore, was to provide them with such a reason which, because of the identification of the King with the country, had to be a reason connected with their perception of him. He was, therefore, an owner-manager who had to persuade his 'workers' that their interests were identical with his an with those of the kingdom. One part of his strategy was to go among the men in disguise in order to see what they were thinking and what he would have to say to them to ensure their loyalty.
One of the most important aspects of his leadership is that he puts the men's effort on the same level as his. He refuses the idea of surrender and being ransomed and promises to fight to the death. When the men mention that they have to trust that the King's cause is just, Henry argues that they have to serve as loyal Englishmen and take responsibility for themselves just as the King will for himself. He will be at great risk just as they are and, since it is their duty to support him, they will earn their glory (dead or alive) by doing so; he will look after his own soul and they should look after theirs. This establishes a feeling of equality of purpose ...