The original edition of the Strategic Leadership Primer, published in 1998, served the U.S. Army War College (USAWC) well as a basic overview of Strategic Leadership. Written by Dr. Rod Magee with the assistance of several other faculty members, it was intended as an orientation reading for students arriving at the USAWC whose backgrounds were primarily in the tactical and operational field environment. The Primer was useful because there was no other adequate work that described and defined strategic leadership in terms that could be understood and applied by USAWC students. A 2nd edition was published in 2004 and edited by Colonel (Ret) Steve Shambach. This 3rd edition updates significant portions of the Primer, especially Chapters 1, 2, and 3 and also adds a chapter on decision making (Chapter 5). It is not that the nature of strategic leadership has changed drastically, rather this edition preserves the salient features of the original editions. It is updated with contemporary literature and examples to sustain the Primer's relevance.
Command and control (C2) is an essential element of the art and science of warfare. No single specialized function, either by itself or combined with others, has a purpose without it. Commanders are responsible for C2. However, C2 is also of great concern to staff officers and some staff specialists. Some understand C2 to be a distinct, specialized function—similar to logistics, intelligence, and information operations. C2 does have its own procedures, considerations, and vocabulary. It operates separately from other functions, yet in coordination with them. Through C2, commanders initiate and integrate all military functions and operations toward a common goal—mission accomplishment. How one understands C2 depends on the perspective from which one approaches its study. Some study and discuss C2 as technological means and resources. Others see C2 as people only. Still others focus on C2 as an organization. Finally, C2 has been discussed as a set of procedures. In practice, however, C2 is a commander and a C2 system—a combination of people, organization, technological means and resources, and procedures. Commanders have exercised C2 throughout history. They have performed many of the same C2 functions as long as warfare has existed. Doctrine provides military organizations with a common philosophy and language. It enhances unity of effort. FM 6-0 establishes and explains the Army's command and control (C2) doctrine principles. FM 6-0 is the Army's key integrating manual for C2. It provides the basis for C2 doctrine, tactics, techniques, and procedures in all Army publications. It promotes common understanding of the fundamentals and concepts of C2 in Army operations, and supports joint and Army doctrine. It supersedes chapters 1 through 4, chapter 6, and appendixes G, I, K, and L of FM 101-5. FM 6-0 provides doctrine on C2 for tactical Army echelons (corps and below). FM 6-0 establishes mission command as the C2 concept for the Army. It focuses on the premise that commanders exercise C2 over forces to accomplish missions. It emphasizes fundamentals and concepts rather than specific equipment or systems, although it discusses the role of equipment and systems in supporting C2. It includes insights from Force XXI initiatives and digitization. Supporting and extending leadership doctrine found in FM 22-100, it defines control within command and control, and covers decision making during execution. FM 6-0 provides doctrine for information management, a contributor to information superiority. (See FM 3-13.) While intelligence is an information product essential in C2, the doctrine addressing information and information management is not intended to change or replace intelligence doctrine in the FM 2 (formerly FM 34) series of field manuals. FM 6-0 applies to commanders of all Army organizations. However, it focuses on tactical commanders and leaders at corps-level and below. With appropriate modifications, it can apply to other Army commands and to Army elements of joint and multinational headquarters. It applies to digitized, analog, and hybrid (combination digitized/analog) units and organizations. The doctrine in FM 6-0 forms the foundation for Army Education System instruction in C2.
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates-they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
The authors integrate and assess the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organisations. In order to understand why organisations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top.
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