Army Commander: Roles, Skills, Challenges, and Examples
An army commander is an officer in charge of a military unit or operation. Army commanders have ultimate authority and responsibility over their units, and they are expected to lead them effectively in accomplishing their missions. Army commanders can range from company commanders who lead about 100 soldiers to theater commanders who oversee thousands of troops across a region. In this article, we will explore the roles and responsibilities, skills and qualities, challenges and opportunities, and examples and stories of army commanders.
Roles and Responsibilities
The roles and responsibilities of an army commander vary depending on the level, type, and context of their command. However, some common duties and tasks include:
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Commanding, establishing policy, and managing Army resources
Integrating collective, leader, and soldier training to accomplish mission
Dealing primarily with units and unit operations
Concentrating on unit effectiveness and readiness
Preparing unit for combat, maintaining a high level of unit readiness, and providing battle focused training
Planning, supervising and assessing all unit training
Developing policies and procedures within unit
Responsible for recruiting and retention within unit
Ensuring the safety and efficiency of everyone under their command
Departing from orders when necessary to adapt to changing situations
Managing the finances of the unit
Providing moral leadership and setting an example for the subordinates
Some examples of different types of army commanders are:
TypeFunction
Company CommanderLed by a captain or a major, a company commander commands a company-sized element (about 100 soldiers) that is usually part of a battalion. A company commander is responsible for the training, discipline, administration, readiness, morale, welfare, health, safety, deployment, redeployment, operations orders (OPORDs), tactical standard operating procedures (TACSOPs), maintenance management system (MMS), supply management system (SMS), property accountability system (PAS), personnel management system (PMS), awards program (AP), physical fitness program (PFP), risk management program (RMP), equal opportunity program (EOP), sexual harassment/assault response prevention program (SHARP), suicide prevention program (SPP), family readiness group (FRG), sponsorship program (SP), counseling program (CP), professional development program (PDP), leader development program (LDP), soldier development program (SDP), retention program (RP), reenlistment program (REP), casualty assistance program (CAP), casualty notification officer (CNO), casualty assistance officer (CAO), rear detachment operations center (RDOC), rear detachment commander (RDC) etc.
Battalion CommanderLed by a lieutenant colonel or a colonel, a battalion commander commands a battalion-sized element (about 500 soldiers) that is usually part of a brigade. A battalion commander is responsible for all aspects of mission command for their battalion. They provide purpose, direction, motivation, resources, and guidance to their subordinate company commanders. They also coordinate with higher headquarters,
TypeFunction
Company CommanderLed by a captain or a major, a company commander commands a company-sized element (about 100 soldiers) that is usually part of a battalion. A company commander is responsible for the training, discipline, administration, readiness, morale, welfare, health, safety, deployment, redeployment, operations orders (OPORDs), tactical standard operating procedures (TACSOPs), maintenance management system (MMS), supply management system (SMS), property accountability system (PAS), personnel management system (PMS), awards program (AP), physical fitness program (PFP), risk management program (RMP), equal opportunity program (EOP), sexual harassment/assault response prevention program (SHARP), suicide prevention program (SPP), family readiness group (FRG), sponsorship program (SP), counseling program (CP), professional development program (PDP), leader development program (LDP), soldier development program (SDP), retention program (RP), reenlistment program (REP), casualty assistance program (CAP), casualty notification officer (CNO), casualty assistance officer (CAO), rear detachment operations center (RDOC), rear detachment commander (RDC) etc.
Battalion CommanderLed by a lieutenant colonel or a colonel, a battalion commander commands a battalion-sized element (about 500 soldiers) that is usually part of a brigade. A battalion commander is responsible for all aspects of mission command for their battalion. They provide purpose, direction, motivation, resources, and guidance to their subordinate company commanders. They also coordinate with higher headquarters, sister battalions, and adjacent units. They oversee the planning, preparation, execution, and assessment of all battalion operations. They ensure the readiness, discipline, welfare, and safety of their soldiers and families. They foster a climate of trust, respect, and professionalism within their command. They develop and mentor their subordinate leaders and soldiers. They represent their battalion to the public and the media.
Brigade CommanderLed by a colonel or a brigadier general, a brigade commander commands a brigade-sized element (about 3000 soldiers) that is usually part of a division. A brigade commander is responsible for synchronizing the operations of their subordinate battalions and enabling units. They provide vision, intent, priorities, guidance, resources, and support to their subordinate battalion commanders. They also coordinate with higher headquarters, sister brigades, and adjacent units. They oversee the planning, preparation, execution, and assessment of all brigade operations. They ensure the readiness, discipline, welfare, and safety of their soldiers and families. They foster a climate of trust, respect, and professionalism within their command. They develop and mentor their subordinate leaders and soldiers. They represent their brigade to the public and the media.
Division CommanderLed by a major general or a lieutenant general, a division commander commands a division-sized element (about 15000 soldiers) that is usually part of a corps. A division commander is responsible for synchronizing the operations of their subordinate brigades and enabling units. They provide vision, intent, priorities, guidance, resources, and support to their subordinate brigade commanders. They also coordinate with higher headquarters, sister divisions, and adjacent units. They oversee the planning, preparation, execution, and assessment of all division operations. They ensure the readiness, discipline, welfare, and safety of their soldiers and families. They foster a climate of trust, respect, and professionalism within their command. They develop and mentor their subordinate leaders and soldiers. They represent their division to the public and the media.
Theater CommanderLed by a general or a four-star general, a theater commander commands a theater-sized element (about 50000 soldiers) that is usually part of a combatant command. A theater commander is responsible for synchronizing the operations of their subordinate divisions and enabling units. They provide vision, intent, priorities, guidance, resources, and support to their subordinate division commanders. They also coordinate with higher headquarters, sister theaters, and adjacent units. They oversee the planning, preparation, execution, and assessment of all theater operations. They ensure the readiness, discipline, welfare, and safety of their soldiers and families. They foster a climate of trust, respect, and professionalism within their command. They develop and mentor their subordinate leaders and soldiers. They represent their theater to the public and the media.
Skills and Qualities
An army commander needs to have certain skills and qualities to perform their roles and responsibilities effectively. Some of these skills and qualities are:
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Strategic thinking and planning: An army commander needs to have a clear vision and direction for their unit and be able to translate it into actionable plans and goals. They need to be able to analyze the situation, identify the opportunities and threats, and devise the best course of action to achieve the desired end state.
Decision making and problem solving: An army commander needs to be able to make timely, sound, and ethical decisions under pressure and uncertainty. They need to be able to assess the risks and benefits of different options, weigh the pros and cons, and choose the most suitable one. They also need to be able to identify, define, and solve problems that arise during the execution of their plans.
Communication and interpersonal skills: An army commander needs to be able to communicate effectively with their superiors, peers, subordinates, allies, partners, and adversaries. They need to be able to convey their intent, guidance, expectations, feedback, and appreciation clearly, concisely, and respectfully. They also need to be able to listen actively, empathize, persuade, negotiate, collaborate, and build rapport and trust with others.
Leadership and management skills: An army commander needs to be able to lead and manage their unit effectively. They need to be able to inspire, motivate, empower, delegate, coach, mentor, evaluate, and reward their subordinates. They also need to be able to organize, coordinate, supervise, monitor, and control their unit's activities and resources.
Technical and tactical skills: An army commander needs to have a solid knowledge and understanding of their unit's capabilities, limitations, equipment, weapons, tactics, techniques, and procedures. They need to be able to apply them appropriately in different scenarios and environments. They also need to be able to adapt them as needed based on the changing conditions and circumstances.
Professionalism and ethics: An army commander needs to uphold the highest standards of professionalism and ethics in their conduct. They need to be loyal, honest, accountable, responsible, courageous, disciplined, and respectful. They also need to comply with the laws of war, the rules of engagement, the code of conduct, and the army values.
These skills and qualities are closely related to the principles of mission command and leadership that guide the army commanders in their roles. The principles of mission command are:
Build cohesive teams through mutual trust
Create shared understanding
Provide a clear commander's intent
Exercise disciplined initiative
Use mission orders
Accept prudent risk
The principles of leadership are:
Lead by example
Know yourself and seek self-improvement
Know your soldiers and look out for their welfare
Keep your soldiers informed
Set the standard
Ensure the task is understood, supervised, and accomplished
Train your soldiers as a team
Make sound and timely decisions
Develop a sense of responsibility in your subordinates
Employ your unit in accordance with its capabilities
Seek responsibility and take responsibility for your actions
Challenges and Opportunities
An army commander faces various challenges and opportunities in their role. Some of these are:
Complex and dynamic operational environment: An army commander needs to operate in a complex and dynamic environment that is characterized by volatility, uncertainty, complexity, and ambiguity (VUCA). They need to deal with diverse and adaptive adversaries, multiple and competing interests, changing political and social contexts, technological innovations and disruptions, environmental and humanitarian crises, and ethical and legal dilemmas. They need to be able to anticipate, adapt, and respond to these challenges effectively and efficiently.
High expectations and responsibilities: An army commander needs to meet the high expectations and responsibilities that come with their position. They need to deliver results, achieve objectives, satisfy stakeholders, maintain standards, uphold values, and ensure accountability. They need to balance the demands of their superiors, peers, subordinates, allies, partners, and adversaries. They need to manage the stress, pressure, and fatigue that come with their role.
Limited resources and constraints: An army commander needs to work with limited resources and constraints that affect their ability to accomplish their mission. They need to deal with budgetary, logistical, personnel, equipment, time, space, information, and legal constraints. They need to optimize the use of their available resources and overcome their limitations. They need to be creative, resourceful, and innovative in finding solutions.
Continuous learning and improvement: An army commander needs to engage in continuous learning and improvement to enhance their skills and qualities. They need to keep abreast of the latest developments, trends, best practices, lessons learned, and feedback in their field. They need to seek self-improvement through education, training, coaching, mentoring, counseling, and self-reflection. They need to foster a culture of learning and improvement within their unit.
Career advancement and recognition: An army commander has the opportunity to advance their career and gain recognition for their achievements. They can progress to higher levels of command or staff positions within the army or joint forces. They can earn awards, decorations, commendations, and honors for their service. They can also build their reputation, network, and influence within the military and civilian communities.
Examples and Stories
There are many examples and stories of army commanders who demonstrated excellence in their roles. Here are some of them:
General George S. Patton Jr.: General Patton was one of the most successful and controversial army commanders in World War II. He commanded the U.S. Seventh Army in the Mediterranean theater and the U.S. Third Army in France and Germany.
General George S. Patton Jr.: General Patton was one of the most successful and controversial army commanders in World War II. He commanded the U.S. Seventh Army in the Mediterranean theater and the U.S. Third Army in France and Germany. He was known for his aggressive and innovative tactics, his charismatic and inspirational leadership, his fierce competitiveness and ambition, and his outspoken and controversial personality. He led his troops to many victories, such as the invasion of Sicily, the relief of Bastogne, and the crossing of the Rhine. He also faced some challenges, such as his slapping incident, his rivalry with other generals, and his post-war remarks. He is widely regarded as one of the greatest military leaders in history.
General Colin L. Powell: General Powell was the first African American to serve as the Chairman of the Joint Chiefs of Staff, the highest military position in the United States. He also served as the National Security Advisor and the Secretary of State. He commanded various units and operations throughout his career, such as the V Corps in Germany, the U.S. Army Forces Command, and the Operation Desert Storm in Iraq. He was known for his strategic vision, his diplomatic skills, his moral courage, and his leadership style based on trust and empowerment. He advocated for the use of overwhelming force and clear objectives in military interventions, known as the Powell Doctrine. He also faced some challenges, such as his role in the Iran-Contra affair, his presentation on Iraq's weapons of mass destruction, and his disagreements with some of his colleagues. He is widely respected as a statesman and a leader.
General Ann E. Dunwoody: General Dunwoody was the first woman to achieve the rank of four-star general in the U.S. Army and in the U.S. military. She also served as the commander of the U.S. Army Materiel Command, the largest global logistics command in the Army. She commanded various units and operations throughout her career, such as the 226th Maintenance Company in Germany, the 5th Quartermaster Detachment in Saudi Arabia, and the Combined Arms Support Command at Fort Lee. She was known for her logistical expertise, her operational excellence, her innovation and transformation, and her mentorship and advocacy for women in the military. She led her troops to provide critical support to various missions, such as Operation Desert Shield/Desert Storm, Operation Enduring Freedom, and Operation Iraqi Freedom. She also faced some challenges, such as breaking gender barriers, balancing work and family, and managing complex and diverse organizations. She is widely admired as a trailblazer and a role model.
Conclusion
An army commander is an officer in charge of a military unit or operation. They have ultimate authority and responsibility over their units, and they are expected to lead them effectively in accomplishing their missions. Army commanders have various roles and responsibilities, skills and qualities, challenges and opportunities, and examples and stories that define their role. Army commanders need to be strategic thinkers, decisive problem solvers, effective communicators, inspirational leaders, technical experts, and ethical professionals. They also need to follow the principles of mission command and leadership that guide their actions. Army commanders play a vital role in ensuring the success of their units and the security of their nation.
FAQs
Here are some frequently asked questions about army commanders:
What is the difference between an army commander and an army leader?
An army commander is a type of army leader who has formal authority and responsibility over a military unit or operation. An army leader is anyone who influences others to accomplish a mission or a goal, regardless of their position or rank.
How does an army commander get promoted?
An army commander gets promoted based on their performance, potential, education, training, experience, and time in service. They also need to meet certain requirements such as physical fitness, height/weight standards, security clearance, and professional development courses.
What are some of the benefits and challenges of being an army commander?
Some of the benefits of being an army commander are:
Having a positive impact on your unit and your mission
Gaining valuable skills and experience
Advancing your career and recognition
Developing your personal and professional network
Enjoying a sense of pride and accomplishment
Some of the challenges of being an army commander are:
Facing complex and dynamic situations
Meeting high expectations and responsibilities
Working with limited resources and constraints
Facing complex and dynamic situations
Meeting high expectations and responsibilities
Working with limited resources and constraints
Engaging in continuous learning and improvement
Managing stress, pressure, and fatigue
What are some of the resources and support available for army commanders?
Some of the resources and support available for army commanders are:
The Army Command Policy (AR 600-20) that provides guidance and direction on the roles, responsibilities, authority, and accountability of army commanders.
The Army Leader Development Strategy (ALDS) that outlines the framework and objectives for developing army leaders at all levels.
The Army Leader Development Program (ALDP) that provides a comprehensive and integrated approach to leader development through education, training, experience, and self-development.
The Army Doctrine Reference Publication (ADRP) 6-0 that describes the principles of mission command and leadership that army commanders should follow.
The Center for Army Leadership (CAL) that conducts research, analysis, assessment, and evaluation on army leadership and leader development.
The Center for Army Lessons Learned (CALL) that collects, analyzes, disseminates, and archives lessons learned and best practices from army operations and exercises.
The Army Mentorship Program (AMP) that connects army leaders with mentors who can provide guidance, advice, feedback, and support.
The Army Family Programs (AFP) that provide various services and resources to support the well-being and readiness of army families.
How can I become an army commander?
To become an army commander, you need to:
Join the army as an officer through one of the commissioning sources such as the U.S. Military Academy, the Reserve Officers' Training Corps (ROTC), the Officer Candidate School (OCS), or the direct commissioning program.
Complete the Basic Officer Leader Course (BOLC) that provides the initial training and education for newly commissioned officers.
Select a branch or specialty within the army such as infantry, armor, artillery, aviation, engineer, signal, intelligence, military police, etc.
Complete the branch-specific training and education courses such as the Captains Career Course (CCC), the Intermediate Level Education (ILE), and the Senior Service College (SSC).
Gain experience and demonstrate competence in various assignments and positions within your branch or specialty such as platoon leader, company executive officer, staff officer, etc.
Compete for selection and promotion to higher ranks and command positions such as company commander, battalion commander, brigade commander, etc.
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