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Mission-type tactics (German: Auftragstaktik, from Auftrag and Taktik; also known as mission command in the United States and the United Kingdom) is a method of command and delegation where the military commander gives subordinate leaders a clearly-defined objective, high-level details such as a timeframe, and the forces needed to accomplish that objective.
With varying degrees of success, many leaders get their strategy-making to this point and either stop or their process stalls. A major reason is the lack of understanding and commitment to the steps required to build more effective strategic leadership practices and a strategic dialogue in the operating groups below the senior managers.
Decapitation – Achieving strategic paralysis by targeting political leadership, command and control, strategic weapons, and critical economic nodes; Deception – A strategy that seeks to deceive, trick, or fool the enemy and create a false perception in a way that can be leveraged for a military advantage
Studies on leadership style are conducted [2] in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience.
The abilities of a soldier such as their skill in utilising firearms, tactics and communications can affect their success in accomplishing a mission, and is described by Kirstin J. H. Brathwaite in Effective in Battle: Conceptualizing Soldiers' Combat Effectiveness: the quality of communication between combat units are a determinant of how ...
A tactic is a conceptual action or short series of actions with the aim of achieving a short-term goal. This action can be implemented as one or more specific tasks. The term is commonly used in business, by protest groups, in military, espionage, and law enforcement contexts, as well as in chess, sports or other competitive activities.
When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation." Fiedler found that low-LPC leaders are more effective in extremely favourable or unfavourable situations, whereas high-LPC leaders perform best in situations with intermediate favourability ...
Functional leadership theories are developed by studying successful leaders and identifying the actions and behaviors they show. Extensive studies with a large amount of data make it possible to correlate what leaders do, i.e., their actions or functions, with their successful results.