Military Leadership

Human Elements of Military Operations Lieutenant Colonel Brent A Kauffman War Game Report by the US Army War College, Center for Strategic Leadership "The U.S. Army War College (USAWC) conducted a workshop focused on understanding the human elements of military operations. Two groups of experts from the behavioral and social sciences participated in an interdisciplinary examination of what human elements military leaders, planners, and soldiers need to consider when operating in foreign lands. This workshop did not focus on any one past, current, or future operation, but rather sought to develop usable, holistic frameworks—applicable for the broad range of military operations—to inform future military concepts. "

The Role of Leadership in Transitional States: The Cases of Lebanon, Israel-Palestine Dr Anastasia Filippidou Monograph by the US Army War College, Strategic Studies Institute, US Army War College Press "In this book, Dr. Anastasia Filippidou reviews the main leadership theories in order to set the foundations for analysis of asymmetric leadership in transitional processes. The report also examines the different leadership types and highlights that, with the exception possibly of toxic leadership, it is difficult, if not impossible, to determine that a specific type is better than another in every situation. According to Dr. Filippidou, some leadership styles are likely to be more effective in certain situations, and that a really effective leader is one who is able to determine the context of the situation and use the most effective leadership behavior required at the time. "

Strategic Insights: Should General Dempsey Resign? Army Professionals and the Moral Space for Military Dissent Don M. Snider Article by the US Army War College, Strategic Studies Institute, US Army War College Press "Given that all Army professionals have taken an oath to “support and defend the Constitution,” in what instances may, or even should, the stewards of the profession dissent in a public way—including resignation or retirement—from an administration’s policy that they believe to be so incorrect as to be ineffective, potentially endangering the Republic’s security."

2014-15 Key Strategic Issues List Professor John F. Troxell Document by the US Army War College, Strategic Studies Institute, US Army War College Press "Today we continue to face an uncertain, complicated and rapidly changing international security environment. At the same time, the Army has been asked to rapidly draw down force levels, in light of domestic fiscal challenges. In the face of continuing international tensions and budget austerity, the Army’s greatest challenge is to provide steadfast support to worldwide operational commitments, to include Afghanistan, while simultaneously preparing a smaller force to conduct a wider array of security missions to counter present and future threats. We are committed to ensure the U.S. Army remains the most highly trained and professional land force in the world."

2013-14 Key Strategic Issues List Professor John F. Troxell Document by the US Army War College, Strategic Studies Institute, US Army War College Press "Today’s global environment is the most uncertain the Army has faced in several decades. It is unpredictable and dynamic. We do not know when we will have to deploy Soldiers to fight again; but history tells us that we will. We owe it to them to ensure they have the proper resources to be ready when needed. Research on the topics contained in this document will assist us in shaping the Army of the future. In 2012, the Army began with an initial vision of this future in the Army Strategic Planning Guidance (ASPG). The 2013 ASPG refined that vision by incorporating a year’s worth of study, analysis, and experience. Through research in the following topics, we will continue to transition to the Army of the future. We organized these topics to support the four imperatives and related objectives discussed in the 2013 ASPG."

Joint Strategic Planning System Insights: Chairmen Joint Chiefs of Staff 1990 to 2012 Dr Richard M Meinhart Letort Paper by US Army War College, Strategic Studies Institute, US Army War College Press "Military leaders at many levels have used strategic planning in various ways to position their organizations to respond to the demands of the current situation, while simultaneously preparing to meet future challenges. This Letort Paper examines how the different Chairmen of the Joint Chiefs of Staff from 1990 to 2012 used a strategic planning system to enable them to meet their formal leadership responsibilities as outlined in Title 10 U.S. Code. As such, it provides an historic perspective in assessing the different Chairmen’s leadership legacies in using and modifying their strategic planning system. It also has a contemporary focus as it describes the planning system’s current processes and products."

SOLLIMS Sampler - Leadership in Stability Operations: Understanding / Engaging the People Mister David A Mosinski PKSOI SOLLIMS Sampler by the US Army War College, Peacekeeping and Stability Operations Institute " 'Understanding / engaging the people' is a vital component of leadership during stability operations. Cultural understanding facilitates informed decision-making. It provides a key baseline of knowledge / awareness for U.S. and international leaders (civilian and military) to successfully operate in the environment of the host nation. Identifying societal groups and networks, and then communicating with, negotiating with, influencing, advising, mentoring, etc. the various groups and their leaders are common – if not essential – engagement activities for U.S. and international leaders during the course of stability operations."

Information as Power, Volume 6 Jeffrey L. Groh, Benjamin C. Leitzel, Dennis M. Murphy, and Mark A. Van Dyke Study by the US Army War College, Center for Strategic Leadership "The U.S. Army War College (USAWC) is pleased to present this anthology of selected student work from Academic Year 2011 representing examples of well-written and in-depth analyses on the vital subject of Information as Power. This is the sixth volume of an effort that began in 2006. The anthology is an important component of an effort to coordinate and recommend the design, development and integration of content and courses related to the information element of power into the curriculum to prepare our students for senior leadership positions."

Real Leadership and the U.S. Army: Overcoming a Failure of Imagination to Conduct Adaptive Work COL John B Richardson IV Letort Paper by US Army War College, Strategic Studies Institute "Former Army Chief of Staff General Martin E. Dempsey has highlighted “failure of imagination” as a major obstacle in an organization’s ability to learn, adapt, and find solutions to complex problems. As a former Commanding General of the Army’s Training and Doctrine Command (TRADOC), General Dempsey led the redesign of the Army’s conceptual foundation. He and other Army officials, reflecting on the previous decade’s conflicts, aggressively instituted a campaign of learning, which TRADOC describes as “a broad set of initiatives designed to produce an Army capable of rapidly adapting to defeat unforeseen threats.”"