This monograph addresses the topic of Command-Leadership-Management (CLM) success attributes in Stability Operations and is intended to reach a wide audience of actors, including military and civilian deliverers of effect at the strategic, operational, and tactical levels of operations. It was developed from a dissertation and updated while the author was deployed in Iraq at a time of transition from Combat Operations (Operation IRAQI FREEDOM) to fully declared Stability Operations (Operation NEW DAWN).

A "Dutch-Uncle" approach to advising those who assume "first" command. Written by an Army officer primarily for Army company commanders, the book contains information, suggestions, & insights applicable to other services. A ready reference for the company commander. Identifies tasks to complete & how to set new directions for the company; inspires confidence to command with authority. Includes chapters on military justice & administrative law matters. Comprehensive do's & don'ts of a winning command philosophy.

"The School for Command Preparation, Command and General Staff College, Fort Leavenworth, KS provides three sequential courses for battalion and brigade command selectees. All command designees attend the PreCommand Course (PCC). PCC provides common understanding of current doctrine, and up-to-date information on Army-wide policy, programs and special items of interest. In conjunction with PCC, spouses are invited to attend the Command Team Seminar (CTS). With commanders, they gain awareness of issues that impact families, the unit, and the community. The remaining two courses, the Tactical Commanders' Development Course (TCDC), and the Battle Commanders' Development Course (BCDC) emphasize warfighting skills and the art of battle command for tactical leaders. The Fort Leavenworth Research Unit developed a survey instrument to obtain commanders' assessment of courses following assignment to their commands. Commanders who had attended these courses in the previous 2 years were solicited for feedback. They gauged the usefulness of topics presented, and indicated their level of agreement with statements regarding the courses. They were asked what issues they felt were not addressed during the course and what they would share with incoming commanders. Responses (N=254) were compiled and analyzed. All courses received positive evaluations. Many commanders desired discussions with experienced commanders to cover OPTEMPO, resource constraints, and personnel management issues. Feedback provided useful suggestions and current trends."--DTIC.

This monograph addresses the topic of Command-Leadership-Management (CLM) success attributes in Stability Operations and is intended to reach a wide audience of actors, including military and civilian de¬liverers of effect at the strategic, operational, and tacti¬cal levels of operations. It was developed from a dis¬sertation and updated while the author was deployed in Iraq at a time of transition from Combat Operations (Operation IRAQI FREEDOM) to fully declared Sta¬bility Operations (Operation NEW DAWN). It begins with some definitions of Stability Opera¬tions used to provide a framework upon which to base the study. The whole arena of Stability Operations suffers from disparate and wide-ranging definitions, doctrines, and methods of delivery; thus a baseline is provided. Concepts of State, based on the Westphalian Principle, are provided by Lord Paddy Ashdown, who has a wide degree of experience as both a military of¬ficer (Royal Marine), a politician (Leader of the United Kingdom [UK] Liberal Democratic Party), and also as the United Nations Office of the High Commissioner for Refugees (UNHCR)/European Union Special Rep¬resentative (EUSR) in Bosnia-Herzegovina. Ashdown also provides a very usable framework of Success Cri¬teria based on his experiences. A recent monograph from Nicholas Armstrong and Jacqueline Chura-Bea¬ver is also cited to show some excellent work on the components, types, and approaches to "Transition in Stability Operations."Next follows a key discussion about getting things done, using a conceptual framework of CLM based on a methodology from Grint. Grint talks about problem solving and his concepts of critical, wicked, and tame problems are aligned directly to CLM styles of getting things done. The paper concludes with definitions of the strategic, operational, and tactical levels of opera¬tions and how they may be useful to add depth be¬yond a 2-dimensional view of CLM. Some attributes of these levels are discussed in outline and are used throughout further discussions and analysis.An analysis is provided of some organizations that are involved in stability operations (UK, the United States, and the United Nations[UN]) and also entities that conduct stability operations (European Union [EU], North Atlantic Treaty Organization [NATO], and the International Committee of the Red Cross [ICRC]). The UK framework is identified as having both Ministry of Defence (MoD) and stabilization unit organizations that deliver stability effect. The UK doc¬trine is based on a comprehensive approach, and the problems of severe budgetary pressures are also dis-cussed.