A Framework of Organizational Empowerment for Strategic Military Leaders
Abstract
Army culture and the leadership doctrine of Mission Command hold potential for empowerment. Senior leaders champion the need for empowered units, leadership books recommend that leaders should empower their subordinates, and there is a general sense that empowerment is a desired condition. However, in the hierarchical and patriarchal culture of the United States Army, how do leaders foster empowered organizations and how do we measure empowerment? As we move into a post-conflict transition period in the Army's history, strategic leaders will face the challenge of inspiring Soldiers in a garrison environment. Empowered organizations will help motivate Soldiers accustomed to high levels of responsibility in combat, help redistribute tasks and responsibility among a reduced force structure, and help retain our most capable leaders. This paper will discuss empowerment in the unique context of military decision-making, making the case for increased empowerment in the military culture, providing a military-specific definition of empowerment, featuring models for strategic leaders to use in developing empowered organizations, reviewing measurement concepts, and providing recommendations for change to specific Army practices.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 22, 2012
- Accession Number
- ADA561792
Entities
People
- Matthew F. Rasmussen
Organizations
- United States Army War College