Ch. 8 Leadership During Operations
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What are two ways subordinate commanders and staffs can assist the commander in making sound decisions?

  • By providing information only when specifically requested by the commander.
  • By providing opinions and recommendations on every decision.
  • By gathering and presenting information in a clear and useful format. (correct)
  • By keeping the commander informed about every detail of operations.

    • Command presence solely relies on the commander's physical presence on the battlefield.

    False (B)

    Why is command considered more of an art than a science?

    Command relies heavily on judgment, experience, and intuition, which are not easily quantifiable or standardized like scientific principles.

    Commanders establish command presence through ______ with subordinates and by demonstrating their character, competence, dignity, strength of conviction, and empathy.

    <p>personal interaction</p> Signup and view all the answers

    Match the following leadership qualities to their corresponding descriptions:

    <p>Judgment = The ability to distinguish between necessary risk and potentially harmful rashness. Delegation = Assigning authority to subordinates based on their skills and experience. Unity of Effort = Subordinates working together towards a common goal. Command Presence = The influence a commander has on those around them through physical presence, communication, and personal example.</p> Signup and view all the answers

    A commander's position on the battlefield has no impact on their ability to influence operations.

    <p>False (B)</p> Signup and view all the answers

    What is the primary purpose of delegating authority to subordinates?

    <p>To empower subordinates and utilize their talents effectively. (D)</p> Signup and view all the answers

    Explain the importance of a commander's experience in shaping information requirements and staff priorities.

    <p>Experience helps commanders anticipate potential problems, identify crucial information gaps, and set priorities based on past knowledge. This helps ensure that the right information is gathered and prioritized during operations.</p> Signup and view all the answers

    What is the primary reason for developing Commander's Critical Information Requirements (CCIRs)?

    <p>To identify vital information needed for decision-making and to prioritize information collection assets. (B)</p> Signup and view all the answers

    CCIRs remain unchanged throughout an operation.

    <p>False (B)</p> Signup and view all the answers

    What is the term used for information that is unexpected or arises from a new threat, directly impacting the success of operations, and would have been a CCIR if foreseen?

    <p>Exceptional information</p> Signup and view all the answers

    Developing detailed contingency plans and CCIRs encourages commanders and staffs to be ______ rather than ______ in responding to enemy activity.

    Signup and view all the answers

    What is the primary benefit of subordinate commanders exercising initiative in Army formations?

    <p>Greater agility and ability to seize the initiative (B)</p> Signup and view all the answers

    Commanders should only encourage initiative during training events, not during actual operations.

    <p>False (B)</p> Signup and view all the answers

    What are two factors subordinates should consider when deciding how to exercise initiative?

    <p>The benefits of the action outweighing the risk of desynchronization and whether the action will further the desired end state.</p> Signup and view all the answers

    The ______ of combat leadership should be shared between leaders at each echelon.

    <p>burdens</p> Signup and view all the answers

    Match the following terms with their corresponding definitions:

    <p>Initiative = The ability to act independently and decisively without specific orders. Discipline = The ability to control oneself and act according to established rules and procedures. Synchronization = The coordination of actions in time and space to achieve a common goal. Risk = The potential for loss or harm.</p> Signup and view all the answers

    Which of the following is NOT a factor that commanders must consider when accepting risk and encouraging initiative?

    <p>The need for strict adherence to predetermined plans (D)</p> Signup and view all the answers

    Exercising initiative is always beneficial and should be encouraged in all situations.

    <p>False (B)</p> Signup and view all the answers

    What are two ways commanders can delegate risk acceptance to subordinates?

    <p>Through their commander's intent and other guidance.</p> Signup and view all the answers

    What is a key advantage of the mission command approach to C2, especially during degraded communication?

    <p>It empowers subordinate leaders to act within the commander's intent. (D)</p> Signup and view all the answers

    Preparing for degraded communications should only begin when communications breakdown or a crisis occurs.

    <p>False (B)</p> Signup and view all the answers

    List three examples of methods to decrease a unit's vulnerability to electromagnetic interference (EMI).

    <p>Electromagnetic protection methods include emission control, electromagnetic masking, electromagnetic hardening, and electromagnetic security.</p> Signup and view all the answers

    During extended communication outages, maintaining a shared understanding of the situation becomes more challenging as the ______ deteriorates.

    <p>common operational picture (COP)</p> Signup and view all the answers

    Match the following C2 principles with their descriptions:

    <p>Mission Command = Empowering subordinates to act within the commander's intent, especially with degraded comms Analog C2 = Utilizing non-digital systems and methods for communication and decision-making Command Post Battle Drills = Rehearsals to ensure smooth operation and communication within a command post Common Operational Picture (COP) = Shared understanding of the battlefield situation, crucial even during degraded comms</p> Signup and view all the answers

    The solution to overcoming degraded communications lies solely in technological advancements.

    <p>False (B)</p> Signup and view all the answers

    Which of the following are examples of how Army forces improve readiness for degraded communications?

    <p>Practicing degraded communications scenarios during training. (C)</p> Signup and view all the answers

    Why is it important for leaders to be prepared to take action and make decisions even when communication is unavailable?

    <p>Leaders must be prepared to make timely decisions even without orders from higher headquarters. This is crucial for adapting to rapidly changing situations, responding to unforeseen opportunities, or when existing orders become obsolete.</p> Signup and view all the answers

    What is the main purpose of continuous assessment in military operations?

    <p>All of the above (D)</p> Signup and view all the answers

    Command presence solely relies on the physical presence of a commander on the battlefield.

    <p>False (B)</p> Signup and view all the answers

    What are some examples of changes that can impact the teamwork and cohesion of a formation during operations?

    <p>Task organization changes, new or changing guidance, periods of intense privation and fatigue, mission transitions, mission failures or setbacks, and reconstitution are all potential examples of changes that can influence a formation's cohesion and teamwork.</p> Signup and view all the answers

    Commanders and leaders must not be overly fixated on the ______ dimension of the battlefield while neglecting other significant aspects of an operation.

    <p>physical</p> Signup and view all the answers

    Match the following concepts to their corresponding definitions:

    <p>Friction = The inherent challenges and unforeseen difficulties faced in military operations. Command presence = A commander's influence through moral leadership, authority, and personal presence. Continuous assessment = A constant analysis of the situation, comparing actual conditions to the plan, and adjusting accordingly. Adaptation = The ability of commanders and units to anticipate changes and adjust their formations, dispositions, or activities.</p> Signup and view all the answers

    Adapting formations for missions and transitions is solely the responsibility of commanders.

    <p>False (B)</p> Signup and view all the answers

    What is the significance of maintaining dialogue between commanders and their staffs?

    <p>Dialogue helps to ensure that everyone has the same understanding of the situation and that decisions can be made quickly and effectively. This contributes to a clear chain of command and avoids confusion during operations.</p> Signup and view all the answers

    Which of the following is NOT an example of a situation that requires a commander and their unit to adapt:

    <p>A well-established communication network. (B)</p> Signup and view all the answers

    During the Gulf War, what did VII Corps commander Lieutenant General Frederick Franks receive a report about while he was with the 1st Infantry Division?

    <p>An Iraqi tank attack on Egyptian coalition forces (B)</p> Signup and view all the answers

    The VII Corps commander, Lieutenant General Frederick Franks, was present in the desert during the initial air operation against Iraq.

    <p>True (A)</p> Signup and view all the answers

    What two battalions did Colonel Johnnie Hitt alert to potentially respond to the reported Iraqi tank attack?

    <p>Apache battalions</p> Signup and view all the answers

    The immediate and correct actions taken by commanders in this scenario were a result of monitoring the ______ and having the confidence to act.

    <p>command network</p> Signup and view all the answers

    Match the commanders involved in the VII Corps response to the Iraqi tank attack with their corresponding units.

    <p>Lieutenant General Frederick Franks = VII Corps commander Brigadier General John Landry = Corps Chief of Staff Colonel Johnnie Hitt = 11th Aviation Brigade Colonel Don Holder = 2d Armored Cavalry Regiment</p> Signup and view all the answers

    What are three primary factors that contribute to a commander's confidence in acting during a crisis?

    <p>Training, teamwork, and trust (A)</p> Signup and view all the answers

    Successful adaptation and leader development rely on a command climate that encourages initiative and independent thinking.

    <p>True (A)</p> Signup and view all the answers

    What is the primary opportunity for commanders to develop subordinate leaders and units capable of adapting to dynamic operations?

    <p>Training</p> Signup and view all the answers

    Commanders should assume that communication networks will be consistently available during operations.

    <p>False (B)</p> Signup and view all the answers

    Degraded communications pose risks to _____, _____, and ultimately mission accomplishment.

    Signup and view all the answers

    Which of these options are correct? (Select all that apply)

    <p>CCIRs are developed during contingency planning. (A), CCIRs potentially become irrelevant as the situation changes. (C)</p> Signup and view all the answers

    Exceptional information is expected and predictable during military operations.

    <p>False (B)</p> Signup and view all the answers

    Why is it crucial for Army forces to be prepared for operations under degraded communications conditions?

    <p>Army forces must be prepared for operations when communications with higher echelons or adjacent units are intermittent or unavailable to ensure mission accomplishment.</p> Signup and view all the answers

    Which of the following is a key advantage of the mission command approach to C2, especially during degraded communication?

    <p>Mission command empowers subordinate commanders to make decisions and act autonomously. (C)</p> Signup and view all the answers

    Degraded communications primarily pose risks to mission accomplishment, but not to situational understanding.

    <p>False (B)</p> Signup and view all the answers

    Study Notes

    Leadership During Operations

    • Doctrine for combat leadership is described
    • Commander's competence, presence, decision-making, and risk acceptance are crucial for success.
    • Commanders drive the operational process.
    • Junior leaders and teams are developed.

    The Art of Command and the Commander

    • Commanders' chief responsibilities are developing effective tactics and leading unit execution.
    • Competence is the most important leader quality
    • Commanders inspire and guide subordinates to unity of purpose and effort.
    • Commanders and subordinate leaders are responsible for success or failure through their actions.
    • Commanders determine successful outcomes through decisions, leadership examples, and actions to inspire.
    • Commanders are the focal point for informing rapid decisions.

    Applying the Art of Command

    • Command is more art than science
    • Leaders must apply judgment, experience, and intuition.
    • Leadership includes; providing leadership, delegating authority, allocating resources, and making decisions.
    • Subordinates must operate within the commander's intent to create and exploit advantages.
    • Higher echelons must allow subordinate echelons access to information and authority.

    Commander Presence on the Battlefield

    • Commanders inspire Soldiers in challenging situations.
    • Command presence is the commander's influence on their troops through their actions and demeanor.
    • Commanders position themselves where they can best influence operations and improve unity of effort.
    • Commanders need to understand risks involved in being forward, and the benefits, along with considerations of their location.
    • Commanders must balance forward placement with situational awareness.
    • The importance of physically being present at the front is stressed.

    Commanding Forward

    • Doctrine details the importance of commanding forward.
    • The example of LT. General Eichelberger at Buna (1942) is described which included identifying problems and solutions to improve soldier well-being.
    • Physical presence enables commanders to improve understanding of situations.

    Accepting Risk

    • Risk, uncertainty, and chance are inherent in all military operations.
    • Risk acceptance is delegated to subordinates.
    • Commanders must understand how much risk to accept in a given situation.
    • Leaders and staff must assess risk based on their competence.
    • Contingency planning enables swift action in unexpected circumstances.
    • Clear communication, and appropriate preparation are key for risk assessment.

    Command and Control During Degraded or Denied Communications

    • Adversaries can challenge communications.
    • Operations are to continue and achieve objectives even in a degraded communications environment.
    • Ensuring mission accomplishment when communication is a challenge.
    • Manual methods, and rehearsed alternative plans for communicating are needed.

    Initiative in the Absence of Orders

    • Naval Bombers at Midway is used as an example of subordinates exercising initiative in the absence of direct orders.
    • The importance of subordinates acting on initiative and information is described.

    Driving the Operations Process

    • The importance of planning, preparing, executing, and assessing are described.
    • Commander and staff need to allocate time and prioritize resources to prepare for operations.
    • The relationships between leaders and subordinate commands are crucial to success.

    Understanding

    • The concept of an operational environment is explained, incorporating the human, physical, and information domains.
    • Commanders must be able to adapt to this three-dimensional understanding.
    • Communication between staff and commanders is crucial.

    Visualizing

    • Commanders visualize a desired end state and potential solutions to solve or manage situations.
    • Commanders need to describe a shared understanding and plan operations with subordinate commanders and staff.
    • Commanders need to ensure that the plan is effectively communicated.

    Directing

    • Leaders lead forces and make decisions to assure mission accomplishment.
    • Information is crucial for positive outcomes.
    • Decision dominance is created by superior decision-making and planning.

    Adapting Formations

    • Commanders need to anticipate change and adapt accordingly (eg, task organization changes, periods of fatigue, mission transitions, or failures)
    • Importance of subordinate's development is described.

    Fostering Shared Understanding

    • Shared understanding of mission command is critical.
    • Communicating intent and priorities between leadership and subordinates is emphasized.
    • Training and developing subordinates are key to achieving understanding.

    Different levels of training

    • Differences in levels of training and cultures (for example among organizations) are seen as challenges for building strong teams.
    • Leaders are to understand these challenges to best address issues and achieve objectives.

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    Description

    This quiz explores fundamental concepts in military command and leadership. It focuses on the roles of subordinate commanders, the nature of command presence, and the importance of critical information requirements. Enhance your understanding of how effective leadership shapes military operations.

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