Are Army leaders expected to influence beyond their chain of command?

The expectation that Army leaders can influence beyond their chain of command is rooted in the dynamics of military leadership and operational effectiveness. Leaders are not only responsible for directing their subordinates but also for fostering a collaborative environment that extends to peers and even those outside their immediate unit.

Influencing in non-authoritative scenarios is crucial in the military context because situations often require collective action, cooperation, and leveraging the expertise of others, even if they are outside the formal chain of command. Effective leaders understand that to accomplish the mission, they need to work with multiple stakeholders, which can include other units, civilian organizations, and community partners. This engagement helps build relationships that can be pivotal in achieving tactical and strategic objectives.

This leadership philosophy aligns with the Army’s emphasis on teamwork, communication, and mission accomplishment, enabling leaders to operate effectively in complex environments where collaboration is key. Therefore, the ability to influence beyond one's immediate hierarchy is not only encouraged but is often necessary for success.