Operational leadership

Vego, Milan

doi:10.4324/9780203889954.ch9

Cited by 2 publications

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“…Milan Vego (2015) claims that the quality of one's leadership cannot be quantified in any meaningful way as it is essentially intangible. 27 Nevertheless, military leadership is 26 The postmodernism is one of the paradigm of the contemporaneous world.…”

Section: Operational Leadershipmentioning

confidence: 99%

Transformational Military Leadership - Requirements, Characteristics and Development

Smiljanić¹

2016

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Abstrakt:Aktuální bezpečnostní prostředí je rozmanitější, dynamičtější, vzájemně propojené a mnohem méně předvídatelné než kdykoli předtím. Vzhledem k neustálým organizačním změnám v ozbrojených silách západních států vyplývajících z nových úkolů se zvyšují i nároky na bojové schopnosti vojenských velitelů. Transformační leadership realizovaný veliteli, kteří ve svém vývoji dosáhli post-konvenční morální úrovně, je pravděpodobně jediným relevantním elementem, který je schopen transformovat a adaptovat vojenskou organizaci na řešení současných a budoucích bezpečnostních problémů. Tento článek analyzuje možnost použitelnosti transformačního leadershipu ve vojenské organizaci s využitím vývojových teorií v rámci koncepce rozvoje řízení ve vertikální struktuře. Abstract:The contemporaneous security environment is more diverse, dynamic, interconnected and far less predictable than ever. As the major Western militaries undergo continuous changes in missions and tasks, as well as in the form of their organisations, the warfighting abilities of military leaders are not the only ones required. Transformational military leadership, with leaders operating from the post-conventional level of developmental action-logic, arguably become one of the most needed capacities of a military organisation. This type of leadership has to be capable of initiating and leading transformational changes, needed to respond adequately and adaptively to contemporaneous and future security challenges. This article analyses the applicability of transformational leadership to military organisations using the developmental theory and the concept of vertical leadership development as a framework.

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Section: Operational Leadershipmentioning

confidence: 99%

Transformational Military Leadership - Requirements, Characteristics and Development

Smiljanić¹

2016

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“…By operational level of command, we refer to those commanders and their staffs who exercise authority that ranges from an army corps (and its naval/air equivalents) to the theater forces and multiservice theater commands. Operational-level commanders conduct campaigns and/or major operations (Vego, 2015).…”

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confidence: 99%

The General’s Intuition

Vennesson

Huan

2017

Armed Forces & Society

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Can we trust the operational intuitions of generals? The proponents of the overconfidence model, one of the most influential perspectives in the psychology of judgment, commonly offer a skeptical answer. Generals’ operational intuitions are likely to be hampered by overconfidence and negatively affect military effectiveness. However, the successful operational outcome of General Douglas MacArthur’s decision to land at Inchon (June–September 1950) seemingly contradicts the model. We seek to complement and refine the overconfidence model by examining the Inchon landing decision through the analytical lens of the recognition-primed decision model. This model typically envisions that under specific circumstances—notably an experienced decision maker, an adequate environment regularity, and an opportunity to learn—generals are able to make quick and satisfactory decisions. We show that such a configuration was present in the Inchon landing case and helps explain both the decision process and its successful outcome.

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Operational leadership

Cited by 2 publications

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Transformational Military Leadership - Requirements, Characteristics and Development

Transformational Military Leadership - Requirements, Characteristics and Development

The General’s Intuition

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