Leadership
Leadership is a fundamental aspect in the determination of the success or failure of every team in the rapidly changing global landscape. Specifically, leadership in the army is central to the survival of a team during difficult operational times of a particular unit within the military. Leadership within the army is considered in light of the six principles of mission control that define the philosophical tenets of leadership and the conduct of the team members of different ranks within the military (Field Manual, 2015). At the core of formulation of an effective leadership are the elements such as efficient skills in communication and the inherent ability to inspire other soldiers through the use of charisma. Other attributes a good army leadership also include the ability to rally the soldiers around a common vision that determines the operational success of a team (ADP, n.d.). This essay considers the essential elements that are necessary for army leadership under mission command as well as the different aspects of leadership development and empowerment.
To begin with, mission command connotes a contemporary leadership model which is formulated to cater for the uniqueness of leadership in the context of military operations. The concept of military command in army leadership has the innate ability to inspire responsibility and confidence within the team as each and every member is made to clearly appreciate the obligation to be discharged (ADRP, n.d.). In the context of operations within military organizations, military command has served as an effective model of leadership in the sense that it enables for the creation of a leadership structure which is measured based on responsibility and trust. Primarily, this model of leadership is a highly transformative style in the sense that it has the potential of converting the relationship from that of a manager to a subordinate to that which is built on mutual understanding and trust (Field Manual, 2015). This transformation process is attained through the creation of a system that allows for the seniors members of the team to render order and this enables the information to cascade down the chain of command with ease.
The process of creation of trust is followed by the adoption of a mutual understanding that enables the leader to share the vision of the operation to other team members. At this point of shared understanding, the soldiers in the army become majorly responsible for their decision and other suggestions on the best approach that could be adopted in furtherance of the vision and objectives of the team (Field Manual, 2015). In essence, this implies that the individual members of the team are allowed to become more creative or innovative and to ensure that more ideas are generated for the overall attainment of the objectives under the vision. It is based on such an understanding that the leadership creates the desired growth opportunity for the rest of the soldiers in the team. This is an important aspect of growth and development in the sense that the different members of the team may choose to take interest in certain aspects of the operation (DoDTG Handbook, n.d.). The benefits of such an act could include enhanced levels of responsibilities as the soldiers feel under obligation for the ultimate outcome of the operation.
The leadership approach under the mission command philosophy emphasizes on the need for diligence and creativity while at the same time paying special focus on the attainment of the vision of the operation. The principal elements under the mission command leadership approach includes the following: a) the commander is under a duty to issue orders in a clear manner that can be easily comprehended by the other soldiers (ADP, n.d.). The simplicity of the order is crucial towards enabling the subordinates to infer the intention of the senior and to tailor such expectations to their individual plans that allow for the effective attainment of the mission at hand; b) under this framework, the subordinates are properly informed of that which is expected from them and a justifiable reason is given for the need for them to accomplish the mission within the designed timelines; c) the allocation of the necessary items or resources to enable the subordinates to undertake the mission; and, d) the commanded uses indirect method of supervision in order to offer maximum room for innovation and creativity among the members of the team (ADRP, n.d.).
Over the years, I have observed that mission command leadership approach has been adopted by most organizations based on the formulation of the six principles of mission control (Field Manual, 2015). In particular, I adopted a leadership framework which laid out an understanding of the task at hand as well as the degree of importance for each duty. Moreover, the framework allowed the subordinates to realize that which is expected from them and the overall reason for the task and the need for the attainment of the outcomes. At the third level of the leadership operation is the provision of the necessary resources or the deployment of assets that the members of the team require in order to accomplish the mission (ADP, n.d.). The last element of the mission command leadership approach that I adopted entailed offering maximum space to allow for creativity and innovation in the team.
On empowerment, mission command enables the subordinate to accept the obligation towards undertaking risks which are deemed to be prudent as they engage in active duty during the operation (Field Manual, 2015). On the leadership development aspect, this style of leadership empowers subordinates by offering maximum opportunity for the subordinates to become more creative and innovative. Mission commands as a leadership style is most crucial in volatile environment where quick decisions must be made amidst tough situations. In the army, this style allows for flexibility in decision making and the leadership is under an obligation to continually assess the implications of such a decision as time progresses. This style is important for growth and development in the sense that the subordinates can employ their ideas towards the prompt achievement of the mission which bolsters individual confidence that could help in tackling other future challenging missions.
In conclusion, mission command as a style of leadership is crucial in the process of attainment of goals and objectives as part of a broader vision. This method of leadership relies on the ease of communication between the commander and the subordinates as a measure towards ensuring that order are followed in a prompt manner. Moreover, it also enables for the attainment of clear goals since the subordinates have a proper understanding of the task as well as that which is required for its accomplishment. In view of the clarity in communication, subordinates are better placed to exercise free will through innovative and creative ideas to find viable solution within a relatively shorter duration. This entire process under mission command requires the execution abilities of a leader who is informative as well as supportive to the subordinate as they seek to accomplish the mission as originally designed.
References
Army Doctrine Publication (ADP) 6-0, Mission Command
Army Doctrine Reference Publication (ADRP) 3-0
Field Manual. (2015). No. 6-22. Headquarters. Department of the Army. Washington, DC, 30 June 2015.
Field Manual. (2015). No. 7-22.7. Headquarters. Department of the Army. Washington, DC, 30 June 2015.
DTM 16 005, DoDTG Handbook 093016
