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FALL 2021
1991 , p . 11 ). Today ´ s process-theories are well-recognized , especially the theories which deal with the leader identity . These theories stress the need for a leader to retain a leader ' s identity and the acceptance of the followers . If one of these components is missing then the person is only a superior who can practice headship ( command and control ) but cannot practice leadership , because they have no followers . The process theory of De Rue and Ashford ( 2010 ), as one example , shows the development of a leader identity by claiming and granting processes , through the acceptance and internalization of the Leader and Follower relationship and how their roles are generated ( see Figure 1 ).
approval than criticism . Studies show that superiors respond to criticism with ignorance , rejection or restrictions ( Derler and Weibler , 2014 ; Tourish , 2013 ; Weibler , 2020 )
The paralyzing effect : There is a mimetic desire in the hierarchy , i . e . subordinates and superiors both strive for advancement in their career goals . But since the positions are limited , a superior cannot have any interest in the advancement of a subordinate who may outperform them in the end , On the other hand , a superior should motivate their subordinates , which often leads to pathological forms of reaction and behavior ( Weibler , 2020 ).
Interim - Conclusion Leadership through command ( instruction ) and control may no longer be appropriate in all contexts ( Rauner , 2014 ). Therefore the selfimage of leadership needs to be questioned and the leadership philosophy which is known as mission command may be more suitable in some circumstances .
MISSION COMMAND
Figure 1 : Process of constructing identity and acceptance , derived from De Rue and Ashford , 2010
The military generally has a special role due to its strict hierarchical organization and regularly changing posts . Today , however , it is inevitable that everyone realizes that a superior and control position is not automatically equated with leadership . To be a leader , a superior needs a leadership identity ( De Rue and Ashford , 2010 ) and the prerequisites for this are :
• Individual Internalization
• Relational Recognition ( leader- follower )
• Collective endorsement ( leader-follower )
The self-image of leadership must therefore be constantly questioned , and leadership is dynamic and cannot be learned through a weekend course . It is a role which needs daily practice .
Curiosities in Military Leadership The ingratiation phenomenon : Since promotion to a higher rank in the military is generally linked to conforming to expected behavior , subordinates often only adapt their superficial behaviour . This ingratiation phenomenon , in which the upward feedback leads superiors to believe that they are satisfied and agreed with , is a wellresearched theory ( Derler and Weibler , 2014 ; Hogan , 1994 ; Tourish , 2013 ). Additionally scientific research has found that there are clear indications that superiors prefer to reap conformity and
Introduction to Mission Command Mission command is acknowledged in some nations ´ forces and as well in NATO , but it is not consistently described , so there is room for misinterpretation and misunderstanding . While some armies have practiced mission command for a long time , it came into NATO and some of the Allies relatively recently in the 1990s . This is due to growing consequence of facing unpredictable and uncertain contexts , and thus a need for commanding and acting in a more flexible way ( ATP 3.2.2 ; ATP 3.2.1.3 ; ATrainP-6 ; C 227 / 0-0-1501 ; Flynn and Schrankel , 2013 ; Shamir , 2011 ; Storr , 2003 ; Vogelaar and Kramer , 2004 ). Mission command , in most approaches is a philosophy of leadership or at least an instrument for leadership which touches the type and make of collaboration ( Storr , 2003 ; Wittman , 2012 ; Vassilou and Alberts , 2017 ; German Heeresdienstvorschrift , 1923 ; ATP 3.2.2 ; ATP 3.2.1.3 , 2021 ( Draft ); ATrainP-6 , 2020 ; C 227 / 0-0-1501 , 2017 ).
A Short History The Italian diplomat and political theorist Niccolò Machiavelli ( 1469 -1527 ) stressed the need for collaboration in his book “ The Prince ”. He stated that even a prince can only be successful if he utilizes the strengths of his ministers , and that collaboration in general creates camaraderie and thus hinders disunity and rebellion .
Carl von Clausewitz stressed in his “ Principles of War ” the need for timely and swift decisions , thus never to wasting time . “ Unless important advantages are to be gained from hesitation , it is necessary to get to work at once ” ( von Clausewitz , 1812 ).
In the 20th and 21th Centuries , military experiences and lessons learned have further
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