Mission Command, Empowering Leadership, and Preparation Drive Adaptive Performance in Sustainable Indonesian Air Operations

Air operations increasingly unfold in volatile, uncertain, complex, and ambiguous conditions, making adaptability during execution critical for safe and sustainable outcomes. This study investigates whether mission command–style leadership improves adaptive performance primarily by elevating the quality of pre-mission preparation. Survey data were collected from personnel at Lanud Sultan Hasanuddin (Makassar), Indonesian Air Force (N = 140). Using partial least squares structural equation modelling with reflective measures on five-point Likert scales, measurement quality met recommended thresholds (loadings ≥ .76; composite reliability .91–.94; AVE .62–.67), and discriminant validity was established. Structural estimates showed that empowering leadership and mission command climate were positively associated with preparation (β = .41 and β = .36, respectively), preparation strongly predicted adaptive performance (β = .55), and direct links from leadership to adaptive performance were small or non-significant (empowering leadership β = .12; mission command climate β = .10). Mediation tests indicated partial mediation for empowering leadership and full mediation for mission command climate. The model explained substantial variance (R2 = .52 for preparation; R2 = .57 for adaptive performance) and exhibited predictive relevance (Q2 > 0) with acceptable fit (SRMR = .06). Practically, the dominant lever is standardising and resourcing preparation routines—intent-anchored briefings, structured back-briefs, scenario-based rehearsals, checklist discipline, and explicit contingencies—complemented by empowering micro-behaviours. The findings demonstrate a governance-to-routines-to-outcomes pathway that links leadership to adaptable, resource-efficient air operations aligned with bluegreen sustainability goals.