Abstract: In recent decades we have seen examples of how some organizations lack the capabilities necessary to maneuver in times of uncertain, rapidly changing and unstable environments. During the Covid-19 pandemic, the importance of the ability to make quick responses to changing environments became evident. In a military context, dealing with such unstable circumstances has been commonplace for some hundred years. Based on this observation, we seek to answer the following questions: What can we learn from the military concept mission command that can have an impact on leadership in civilian organizations? In order to answer these questions, we first discuss and define the concept of mission command. Using document analysis and participatory observation, we define mission command as a leadership concept and examine examples of mission command leadership styles in civilian organizations. Furthermore, we discuss whether classic leadership theory includes important characteristics of mission command. Main findings include what civilian organizations can learn from how military units have maneuvered in uncertain and complex environments, and secondly, how mission command is based on an understanding of how leadership is an organizational capability. This article focuses on the leader as part of an organizational system, and not the “heroic perspective” of the leader in person. We conclude by suggesting developing intention-based leadership as a theoretical concept for civilian use of the military leadership philosophy.