![]() ![]() It is often more powerful than legal authority. Personal authority, freely granted to a commander by subordinates, ultimately arises from the actions of the commander, and the trust and confidence generated by these actions. It stems from values, attributes, personality, experience, reputation, character, personal example, and tactical and technical competence. Personal authority reflects influence and charisma. However, commanders have another source of authority: personal authority. This authority to enforce orders by law if necessary is one of the key elements of command and distinguishes military commanders from civilian leaders and managers. ![]() It involves the right and freedom to use the power of command and to enforce obedience under criminal law. Authority is the delegated power to judge, act, or command. Army regulations establish the authority, responsibilities, and accountability for Army commanders.Ģ-7. Public law, such as the Uniform Code of Military Justice (UCMJ), grants further authority, responsibilities, and accountability to commanders in all Services. The Constitution establishes the Armed Forces, designates the President as their Commander-in-Chief, and empowers Congress to provide funding and regulations for them. Officers prepare for higher command by developing and exercising their skills when commanding at lower levels.Ģ-6. They delegate authority to subordinates for those functions in which they cannot participate fully however, they participate enough to assure their successful execution. Consequently, successful commanders achieve a balance among the elements and develop skill in each one. Commanders who understand each element conceptually and how it interacts with the others-skillfully balancing them in practice-are much more effective than those who do not.Ģ-5. It is the interaction of these elements that characterizes command. ![]() Commanding at any level is more than simply leading soldiers and units and making decisions. Commanders strive to use their authority with firmness, care, and skill. Decisionmaking and leadership make up the art of command.Ģ-4. It implicitly requires decisionmaking (effectively using available resources for achieving a future state or mission), and leadership (providing for the health, welfare, morale, and discipline responsibilities of command). The definition of command refers explicitly to authority. The elements of command are authority, decisionmaking, and leadership. It also includes responsibility for health, welfare, morale, and discipline of assigned personnel ( JP 0-2).Ģ-3. Command includes the authority and responsibility for effectively using available resources for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. Command is the authority that a commander in the military service lawfully exercises over subordinates by virtue of rank or assignment. The principles of command discuss how to use the elements of command to fulfill the responsibilities.Ģ-2. Implicit in these responsibilities are the elements of command. The definition establishes the commander's authority and states the two great responsibilities of command. The definition follows, and the following sub-sections discuss the elements and principles. The nature of command includes its definition, its elements, and the principles of command. Great commanders have the confidence and courage to interpret rules and orders, and to put their personal stamp on the decisions guiding their force.Ģ-1. Command calls for a creative act, spawned by a carefully carved vision of one's mission and professional values. Nature of Command Elements of Command Principles of Command Art of Command Authorityĭecisionmaking Leadership Historical Vignette?The Ruhr Encirclement ConclusionĢ-1 To command is to do more than carry out orders and apply rules and regulations to the ebb and flow of military administration. However, direct leadership within command decreases as the level of command increases, and applying organizational leadership as described in FM 22-100 becomes more relevant. The basic techniques of command do not change or expand with the increase in complexity of the force. All officers have strengths and weaknesses, abilities and shortcomings that affect how they command. How a commander exercises command varies with the characteristics of that commander. Only the commander has total responsibility for what the command does or fails to do. In Army regulations and doctrine, an individual, not an institution or group, commands. Window.2-1 The criterion by which a commander judges the soundness of his own decision is whether it will further the intentions of the higher commander.Ĭommand is personal. Unity Of Command II Is A Really Solid World War Two Strategy Game ![]()
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