Publication

This publication examines the practice of company command in the US Army with regard to the development of leadership skills among junior officers. The author shows that the Army, while valuing innovation in its rhetoric, seldom gives its company commanders the opportunities to be innovative in planning training, to make decisions or to fail, learn and try again. The author argues that the practice of company command will have to be changed so as to create a culture of innovation if the Army wants to produce leaders able to operate in unstructured, ambiguous environments.