Abstract
The future operational environment challenges the Army Concept of Mission Command. An examination of current Army doctrine, academic leadership theory & practices, and field research interviews of select senior leaders highlight areas for improvement to meet the future security environment. Data was collected from senior U.S. government leaders stationed in Carlisle Barracks, Pennsylvania. The leaders participated in an interview process assessing empowerment characteristics, leadership behaviors, and viewpoints on psychological empowerment, and organizational commitment. Research identified leadership characteristics of Mission Command that provide performance factors for senior leaders to shape leader selection and team constructs. The research findings impact leadership styles in the U.S. Army and their development of organizational teams. In this unstable global security environment, adaptive leaders are required to lead organizations capable of responding to an ever-changing adversary. The incorporation of emotional intelligence characteristics to Mission Command, revision to Army doctrine, improvements to evaluation and selection practices of Army leaders, and innovative training strategies across all echelons are necessary to enable Mission Command philosophy.
Keywords: mission command, leader-member exchange theory, emotional intelligence, organizational leadership