Rapidly changing factors that affect daily life also affect operational environment and the way military leaders fulfill their missions. With the help of technological developments, traditional linearity of conflict and war has started to fade away. Furthermore, mission domain has broadened to include traditional threats, hybrid threats and new challenges of cyber and space. Considering the future operational environment, future military leaders need to adapt themselves to the new challenges of the future battlefield. But how to decide what kind of features of leadership are required to operate and accomplish mission in the new complex battlefield? In this article, the main aim is to provide answers to this question. To be able to find right answers, first leadership and leadership components are defined, and then characteristics of future operational environment are analyzed. Finally, leadership features that are required to be successful in redefined battlefield are explained.
[1] Army Leadership, US Army Regulation 600-100, Washington DC,
2007, pp.3
[2] G. Yukl, “How leaders influence organizational effectiveness”, The
Leadership Quarterly, vol. 19, no.6, pp.708-722
[3] B. L. Shoop, Launching Your Career: A Practitioner’s Guide to
Leadership, West Point: IEEE USA, 2008 available at:
http://www.ewh.ieee.org/reg/9/eventos/rr2010/files/MGA%20-
%20Final%20Leadership%20-%20Shoop.pdf
[4] US Army Capstone Concept, TRADOC Pam 525-3-0 , Washington DC,
2009, pp.8
[5] Capstone Concept for Joint Operations, TRADOC, Washington DC,
2009, pp.5 available at: www.dtic.mil/futurejointwarfare
[6] Finabel, (2010, Dec. 02) To define the future operational environment,
its impact on their different components, the role of Land forces and the
priorities to be given as far as force engagement is concerned., (Online).
Available at: http://www.finabel.org/files/studies/2010.
Study.T.38.R__EN_.pdf
[7] Future Land Operating Concept, UK Development, Concepts and
Doctrine Centre, Wiltshire, 2012, pp. 2-2.
[8] L. E. Davis, The Millennial Generation: Developing Leaders for the
Future Security Environment, U.S. Army War College, PA, 17013-5050,
Feb. 2011.
[9] The World Urbanization Prospects 2007 Revision, United Nations, New
York, 2008, pp. 4
[10] D. Judge, “USMC Systems Approach to Training,” presentation to the
committee, Washington, D.C., 2010.
[11] Improving the Decision Making Abilities of Small Unit Leaders, The
ınternational Academy Press, Washington, D.C. 2012, pp. 86.
[12] M. Campbell, J. I. Baltes, A. Martin, K. Meddings, The Stress of
Leadership, Center for Creative Leadership, 2007, pp.12
[13] C. D. Allen, S.J. Gerras, “Developing Creative and Critical Thinkers”,
Military Review, pp.77-82, Nov-Dec. 2009
[14] Writing and Speaking Skills for Army Leaders, U.S. Army Command
and General Staff College, 2009, pp.1.
[15] J. M. McNealy, “Best Practices to Develop Situational Awareness in
Dynamic Small Group Military Settings” M.S. thesis, Univ. of North
Carolina, US, 1999.
[16] W.D. Wunderle, “Through the Lens of Cultural Awareness: A Primer
for US Armed Forces Deploying to Arab and Middle Eastern
Countries”, Kansas: Combat Studies Institute Press, 2006.
[17] R. Hanson, S.S. White, D.W. Dorsey, E.D. Pulakos, “Training Adaptive
Leaders: Lessons from Research and Practice”, U.S. Army Research
Institute, Arlington, VA, RR1844, Oct. 2005,
[18] S. W. J. Kozlowski, “Making decisions under stress: Implications for
individual and team training’’. Training and developing adaptive teams:
Theory, principles and research. J.A. Cannon-Bowers & E. Salas Eds.
Washington DC: American Psychological Association, 1998, pp. 115-
153.
[1] Army Leadership, US Army Regulation 600-100, Washington DC,
2007, pp.3
[2] G. Yukl, “How leaders influence organizational effectiveness”, The
Leadership Quarterly, vol. 19, no.6, pp.708-722
[3] B. L. Shoop, Launching Your Career: A Practitioner’s Guide to
Leadership, West Point: IEEE USA, 2008 available at:
http://www.ewh.ieee.org/reg/9/eventos/rr2010/files/MGA%20-
%20Final%20Leadership%20-%20Shoop.pdf
[4] US Army Capstone Concept, TRADOC Pam 525-3-0 , Washington DC,
2009, pp.8
[5] Capstone Concept for Joint Operations, TRADOC, Washington DC,
2009, pp.5 available at: www.dtic.mil/futurejointwarfare
[6] Finabel, (2010, Dec. 02) To define the future operational environment,
its impact on their different components, the role of Land forces and the
priorities to be given as far as force engagement is concerned., (Online).
Available at: http://www.finabel.org/files/studies/2010.
Study.T.38.R__EN_.pdf
[7] Future Land Operating Concept, UK Development, Concepts and
Doctrine Centre, Wiltshire, 2012, pp. 2-2.
[8] L. E. Davis, The Millennial Generation: Developing Leaders for the
Future Security Environment, U.S. Army War College, PA, 17013-5050,
Feb. 2011.
[9] The World Urbanization Prospects 2007 Revision, United Nations, New
York, 2008, pp. 4
[10] D. Judge, “USMC Systems Approach to Training,” presentation to the
committee, Washington, D.C., 2010.
[11] Improving the Decision Making Abilities of Small Unit Leaders, The
ınternational Academy Press, Washington, D.C. 2012, pp. 86.
[12] M. Campbell, J. I. Baltes, A. Martin, K. Meddings, The Stress of
Leadership, Center for Creative Leadership, 2007, pp.12
[13] C. D. Allen, S.J. Gerras, “Developing Creative and Critical Thinkers”,
Military Review, pp.77-82, Nov-Dec. 2009
[14] Writing and Speaking Skills for Army Leaders, U.S. Army Command
and General Staff College, 2009, pp.1.
[15] J. M. McNealy, “Best Practices to Develop Situational Awareness in
Dynamic Small Group Military Settings” M.S. thesis, Univ. of North
Carolina, US, 1999.
[16] W.D. Wunderle, “Through the Lens of Cultural Awareness: A Primer
for US Armed Forces Deploying to Arab and Middle Eastern
Countries”, Kansas: Combat Studies Institute Press, 2006.
[17] R. Hanson, S.S. White, D.W. Dorsey, E.D. Pulakos, “Training Adaptive
Leaders: Lessons from Research and Practice”, U.S. Army Research
Institute, Arlington, VA, RR1844, Oct. 2005,
[18] S. W. J. Kozlowski, “Making decisions under stress: Implications for
individual and team training’’. Training and developing adaptive teams:
Theory, principles and research. J.A. Cannon-Bowers & E. Salas Eds.
Washington DC: American Psychological Association, 1998, pp. 115-
153.
@article{"International Journal of Business, Human and Social Sciences:70253", author = "M. Şimşek", title = "Leadership in Future Operational Environment", abstract = "Rapidly changing factors that affect daily life also affect operational environment and the way military leaders fulfill their missions. With the help of technological developments, traditional linearity of conflict and war has started to fade away. Furthermore, mission domain has broadened to include traditional threats, hybrid threats and new challenges of cyber and space. Considering the future operational environment, future military leaders need to adapt themselves to the new challenges of the future battlefield. But how to decide what kind of features of leadership are required to operate and accomplish mission in the new complex battlefield? In this article, the main aim is to provide answers to this question. To be able to find right answers, first leadership and leadership components are defined, and then characteristics of future operational environment are analyzed. Finally, leadership features that are required to be successful in redefined battlefield are explained.
", keywords = "Future operational environment, leadership,
leadership components. ", volume = "9", number = "7", pages = "2313-5", }
