“Under the pressure of escalating demands, most leaders adopt a command-and-control style of leadership with their teams,” said Dr Morley. Whilst this statement originates from research in the corporate world, it is a common scenario in Defence whereby the command and rank structure can dictate levels of authority and assumed levels of knowledge and responsibility. Certainly there will be times when direction needs to be given and followed however, at other times this thinking can be a liability when seeking to have teams innovate. Dr Morley surmises that the leaders and managers who delegate tasks and responsibilities increase productivity and work quality, and relieve work pressure on themselves. One person doesn't have all the answers. It's basic math: You take one leader's proven individual experience and add it to the diverse knowledge and experience of many individuals and you naturally create more alternatives. The leader who explores these alternatives grows trust and the result is now multiplied exponentially. ADF leaders/managers work in challenging hierarchical environments under time and work pressures which are often exacerbated by not delegating. Delegation is a skill and junior leaders can only develop it through enhancing their professional development through broader reading and experience. Comment on effective strategies you have experienced in delegation of tasks as a leader.