 Organizing evaluation: Assessing combat leadership qualityWilliam A. Wagstaff Journal of Theoretical Politics, 2019, vol. 31, issue 2, 132-155 Abstract: What determines military effectiveness? Previous literature has examined factors such as military doctrine, culture, and capabilities, as well as regime type and civil–military relations, but has largely ignored military leadership quality. Competent military leaders positively influence battle outcomes by ensuring proper implementation of battleplans and quick reaction to an increasingly dynamic battlefield. This paper formally models the relationship between high-ranking military commanders and their immediate subordinates to examine the commander’s ability to evaluate her personnel. I vary the ability of the subordinates to signal their commander to determine how different signaling structures influence what commanders may learn. This analysis reveals that commanders opt for less informative signals from subordinates as the military professionalizes, potentially impeding their ability to identify and remove incompetent subordinates. Leaving incompetent subordinates in command reduces the ability of the military to improve. Evidence from the US Army’s leadership decisions after the Battle of Kasserine Pass and Operation Avalanche illustrates these results. Keywords: Bureaucratic politics; military command; military effectiveness; principal–agent relationship (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:jothpo:v:31:y:2019:i:2:p:132-155 Access Statistics for this article More articles in Journal of Theoretical Politics |
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