Abstract
Mission Command is a popular topic among military leaders and it has become
somewhat fashionable to claim to lead through Mission Command. But how is it
actually used in practice?
In this study, Mission Command is considered a management tool, rather than solely
a tool for commanding troops on a battlefield. This study identifies several key factors necessary
for effective Mission Command, trough theories directly related to Mission Command, as well as modern motivational theory.
This case-study examines the implementation of Mission Command at a
company within the danish army´s regiment of logistics, Trænregimentet, through
interviews with the company commander and the second-in-command. The findings
are analyzed through the selected theories, in order to compare theory and practice
and answer the research question. The study found that the company at Trænregimentet
largely adheres to the factors identified throughout the theory and has found
practical ways of implementing Mission Command into the company-culture. The
study concludes, that through empowerment and trust the company successfully
manages to delegate responsibilities, which makes the new soldiers grow accustomed
to the responsibilities they will face when they join the standing army. The theories
states that Mission Command improves morale and performance and, according to
the company leadership, this is also the case in practice. Officers should therefore
consider how to implement Mission Command within their own units, possibly using
the initiatives identified in this study.