KEY LEADER ENGAGEMENT – CONCEPTUAL DELIMITATIONS

Abstract

Abstract: In the information age, the strategic, operational and tactical levels are more interrelated than in the past, which demands a different quality of co-ordination and command and control (C2) across the levels of engagement. Today’s military operations to counter the complex challenges of the global security environment require consideration and integration of the information factor throughout all processes – analysis, planning, execution and assessment. Key Leader Engagement (KLE) is an important element of C2 that the commander can use to achieve this. These engagements can be used to shape and influence local leaders within the operations area or may also be directed toward leaders who may influence specific groups based upon military, social, religious, and traditional patterns. Military commanders and diplomats have been meeting with important local officials for decades in different countries and mission areas, but the new security challenges express the need for collaborative C2 have renewed the interest in this concept. This article is based on a literature review and my personal experience gained through ATALANTA Operation mandate, as FOPS Jn KLE. This project is the first attempt to empirically evaluate the impact of key leader engagements as part of naval operations. It gives a flavour of what KLE is and how it can be integrated in the Navy Doctrine, especially in the multinational operations where ROU Navy is frequently involved. Through this approach, I address not only the specialists, those who contribute to the development of operative and doctrinal documents, but also the ones that are continuously self-educated as part of the resilient leadership process.