Command Leadership And Management Case Study

Very often in scholarly literature, military doctrine and related areas of application for instance police forces, command, leadership and management are often conceived in a continuum, each domain defined separately but strung in a continuum as equally important to the task of a commander. For decades the influence on army doctrines, had come from business definitions drawing distinction between two domains, leadership and management. Now, the all-important army addition of “command’ to the mix and setting a continuum of activity across three domains of command, leadership and management has been firmly established in army doctrine across NATO nations, and found equally in the United States, Great Britain, Canada or Australia. In order to
It may be, as this essay seeks to demonstrate, that we need to look carefully at the positive and in many instances the negative consequences of defining the three domains of a commanders work--command, management, and leadership as equal in their consequences. Therefore, this essay is written to establish command as the most important of the above-mentioned trinity making command the most important area of a commander’s
It was once assumed that those who rise in the hierarchy of major corporations, whether as managers or leaders, are determined, disciplined and strong personalities who enjoyed wielding power. The builders of great industries would be considered dictatorial micro-managers today. The management styles in an earlier era have given way to a variety of soft-skills that are recommended today such as establishing networks, partnerships and relationships outside of the hierarchy or chain of command in a very human and “transformational” relationship characterized by good communication skills with a stress on the feedback mechanism. This line of inquiry generally situates managers as creatures of order, stability and routine, in short plodders at a time of rapid change when the inspirational and charismatic leader guide troubled organizations through the hard reality of flattening and the right sizing of our times. This process at the leadership level requires initiating or implementing, leading or managing, outsourcing, working with ever-changing technology and displaying openness to new ways of solving the old