The world has changed dramatically since the Washington Treaty of 1949 established the North Atlantic Treaty Organization (NATO). The context of nontraditional threats, operational fatigue, increased membership, and fiscal austerity provides an opportune moment to assess Allied Command Transformation's (ACT) role in supporting Alliance-wide transformation. As one of NATO's two strategic commands, ACT has existed for eight years with the following three strategic goals: provide appropriate support to operations, lead NATO military transformation, and improve relationships, interaction, and practical cooperation with partners. Key successes include improved doctrine, better training methods, positive feedback from operational support, and an enhanced capability development process. Despite these gains, within the context of new threats and constrained resources, there is room for improvement. ACT can demonstrate its relevancy by doing four things. First, ACT should increase cooperation with Allied Command Operations to enhance NATO's mission effectiveness. Second, ACT should champion capability development by promoting interoperability, interdependence, and the comprehensive approach. Third, ACT should continue studying emerging issues like counterterrorism, failed states, global commons, energy, etc. as NATO's military think-tank. Finally, ACT should actively market its products to the nations.

This book addresses the major problems of leadership in groups, organizations, and societies in the twenty-first century, when rapid change, complex dilemmas, and earth-shattering consequences affect the daily lives of people in the diverse contexts of social institutions, the corporate world, domestic politics, and international terrorism and conflict. The volume convenes a group of distinguished scholars, consultants, and leaders who address significant contemporary dilemmas that test the skills and knowledge of all concerned individuals. Benjamin Disraeli said, "I am their leader; therefore I must follow them." This book speaks directly to that intimate connection between leaders and followers. The organizing principle of the book is a 'group systems' understanding of leadership further elaborated through the relational and intersubjective concepts emerging in the fields of counseling, dynamic psychiatry, and psychotherapy. This interdisciplinary approach both complements and contrasts with the traditional understanding of leadership based on the dynamics of individual and collective self-interest.

This book addresses the major problems of leadership in groups, organizations, and societies in the twenty-first century, when rapid change, complex dilemmas, and earth-shattering consequences affect the daily lives of people in the diverse contexts of social institutions, the corporate world, domestic politics, and international terrorism and conflict. The volume convenes a group of distinguished scholars, consultants, and leaders who address significant contemporary dilemmas that test the skills and knowledge of all concerned individuals. Benjamin Disraeli said, "I am their leader; therefore I must follow them." This book speaks directly to that intimate connection between leaders and followers. The organizing principle of the book is a "group systems" understanding of leadership further elaborated through the relational and intersubjective concepts emerging in the fields of counseling, dynamic psychiatry, and psychotherapy. This interdisciplinary approach both complements and contrasts with the traditional understanding of leadership based on the dynamics of individual and collective self-interest.