In a constantly changing world threatened by ever increasing terrorist acts, American interests, both at home and abroad, require protection provided by great military leaders. In order to produce military leaders who can successfully meet the future challenges America faces, it is important to develop and refine them early and help them understand how to create and refine a successful leadership style. The process of developing leadership styles, however, is not easy and it requires a prodigious amount of determination, time, planning, training, mentoring, and refinement. One way to help develop leaders is to show them examples of previously successful leaders, leaders such as George C. Marshall and Dwight D. "Ike" Eisenhower. Marshall and Eisenhower were two talented and exceptional leaders and are great examples of American military leadership. Their leadership styles were indispensable during World War II, and it is important for leaders today to examine why their leadership styles were so successful.
In a constantly changing world threatened by the likelihood of terrorist acts, the American people need military leaders who clearly demonstrate an understanding of American core values, and who are both competent and morally focused. In order to produce military leaders who meet these qualifications and who can successfully meet the future challenges America faces, it is important to develop and refine those leaders early and help them understand how to create and refine a successful leadership style. The process of developing leadership styles, however, is not easy and it requires a prodigious amount of determination, time, and planning from prospective future leaders. It also requires military training institutions to align their curriculums to promote leadership, as well as, to provide guidance and mentoring in order to help develop these future leaders. One way to help develop leaders is to provide examples of both successful and flawed military leadership styles. There are many cases of each in American history. In particular, World War II leaders Admirals Ernest J. King and Chester W. Nimitz provide contrasting examples of naval leadership. An examination of the leadership styles of these two naval officers provides useful examples which future leaders can consider when reflecting on their own leadership styles. After careful review, it soon becomes evident that the leadership style of Nimitz closely aligned with the leadership styles of Generals George C. Marshall and Dwight D. Eisenhower, two World War II leaders I closely examined in my previous Master’s thesis. In addition, it also becomes evident that King was a diametrically different leader from these three leaders. He provides an example of a leader who was cold, harsh, and morally bankrupt. As result, reviewing the leadership styles of these World War II leaders will benefit future leaders as well as those they lead.
General George C. Marshall, chief of staff of the U.S. Army during World War II, faced the daunting task not only of overseeing two theaters of a global conflict but also of selecting the best generals to carry out American grand strategy. Marshall and His Generals is the first and only book to focus entirely on that selection process and the performances, both stellar and disappointing, that followed from it. Stephen Taaffe chronicles and critiques the background, character, achievements, and failures of the more than three dozen general officers chosen for top combat group commands—from commanders like Dwight Eisenhower and Douglas MacArthur to some nearly forgotten. Taaffe explores how and why Marshall selected the Army’s commanders. Among his chief criteria were character (including “unselfish and devoted purpose”), education, (whether at West Point, Fort Leavenworth, or the Army War College), and striking a balance between experience and relative youth in a war that required both wisdom and great physical stamina. As the war unfolded, Marshall also factored into his calculations the combat leadership his generals demonstrated and the opinions of his theater commanders. Taaffe brings into sharp focus the likes of Eisenhower, MacArthur, George Patton, Omar Bradley, Walter Krueger, Robert Eichelberger, Courtney Hodges, Lucian Truscott, J. Lawton Collins, Alexander “Sandy” Patch, Troy Middleton, Matthew Ridgeway, Mark Clark, and twenty-five other generals who served in the conflict. He describes their leadership and decision-making processes and provides miniature biographies and personality sketches of these men drawn from their personal papers, official records, and reflections of fellow officers. Delving deeper than other studies, this path-breaking work produces a seamless analysis of Marshall’s selection process of operational-level commanders. Taaffe also critiques the performance of these generals during the war and reveals the extent to which their actions served as stepping stones to advancement. Ambitious in scope and filled with sharp insights, Marshall and His Generals is essential reading for anyone interested in World War II and military leadership more generally.
In the winter of 1944--1945, Hitler sought to divide Allied forces in the heavily forested Ardennes region of Luxembourg and Belgium. He deployed more than 400,000 troops in one of the last major German offensives of the war, which became known as the Battle of the Bulge, in a desperate attempt to regain the strategic initiative in the West. Hitler's effort failed for a variety of reasons, but many historians assert that Lieutenant General George S. Patton Jr.'s Third Army was ultimately responsible for securing Allied victory. Although Patton has assumed a larger-than-life reputation for his leadership in the years since World War II, scholars have paid little attention to his generalship in the Ardennes following the relief of Bastogne. In Advance and Destroy, Captain John Nelson Rickard explores the commander's operational performance during the entire Ardennes campaign, through his "estimate of the situation," the U.S. Army's doctrinal approach to problem-solving. Patton's day-by-day situational understanding of the Battle of the Bulge, as revealed through ULTRA intelligence and the influence of the other Allied generals on his decision-making, gives readers an in-depth, critical analysis of Patton's overall effectiveness, measured in terms of mission accomplishment, his ability to gain and hold ground, and a cost-benefit analysis of his operations relative to the lives of his soldiers. The work not only debunks myths about one of America's most controversial generals but provides new insights into his renowned military skill and colorful personality.
How Dwight D. Eisenhower led America through a transformational time—by a DC policy strategist, security expert and his granddaughter. Few people have made decisions as momentous as Eisenhower, nor has one person had to make such a varied range of them. From D-Day to Little Rock, from the Korean War to Cold War crises, from the Red Scare to the Missile Gap controversies, Ike was able to give our country eight years of peace and prosperity by relying on a core set of principles. These were informed by his heritage and upbringing, as well as his strong character and his personal discipline, but he also avoided making himself the center of things. He was a man of judgment, and steadying force. He sought national unity, by pursuing a course he called the "Middle Way" that tried to make winners on both sides of any issue. Ike was a strategic, not an operational leader, who relied on a rigorous pursuit of the facts for decision-making. His talent for envisioning a whole, especially in the context of the long game, and his ability to see causes and various consequences, explains his success as Allied Commander and as President. After making a decision, he made himself accountable for it, recognizing that personal responsibility is the bedrock of sound principles. Susan Eisenhower's How Ike Led shows us not just what a great American did, but why—and what we can learn from him today.
In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that "American military officers, of whatever service, should share common ground ethically and morally." In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution.
In this autobiography, Omar N. Bradley (1893-1981) recounts his youth in Missouri, his years at the US Military Academy at West Point (he graduated in 1915 alongside Dwight D. Eisenhower), his assignments on the US-Mexico border and in Montana guarding copper mines during World War I, his tours teaching mathematics at West Point and in 1941, commanding of the US Army Infantry School at Fort Benning, his active duty during World War II in North Africa, Sicily, Normandy and eventually commanding 43 divisions and 1.3 million Americans in Europe, linking up with Soviet forces on the Elbe in April 1945, sealing the defeat of Nazi forces. Bradley provides vivid descriptions of key figures in the liberation of Europe, including Marshall, Eisenhower, Patton, Churchill and Montgomery. Back in Washington, Bradley describes his years heading the Veterans Administration, his tenure as Army Chief of Staff and as first Chairman of the Joint Chiefs of Staff starting in 1949. After being promoted to the rank of General of the Army (five stars) in 1950, Bradley was the senior military commander when the Korean War started; he supported President Truman’s wartime policy of containment and was instrumental in persuading Truman to dismiss General MacArthur in 1951 after MacArthur resisted administration attempts to scale back the war’s strategic objectives. “The narrative deals skillfully with the planning and execution of campaigns that changed history... an unmatched panorama of 40 years of American military history... A great many writers have taken a crack at describing the 1944 Allied landings in Normandy [but] no overall description of that long, bitter battle on the American beaches, Utah and Omaha, is better than the one in this book.” — Drew Middleton,The New York Times “The most unassuming of the WW II military chiefs has (in recompense?) the last, stinging word... a vigorous, accomplished, exceptionally unconstrained narrative... Explosive yet likable.” — Kirkus Reviews “[A] surprisingly candid account from a man long reputed to be mild-mannered, discreet, and uncritical of the figures of his time... General Bradley has given us a very informative autobiography. Especially interesting are the sections on American military participation in the North African and Sicilian campaigns, and Eisenhower’s role there; the Normandy landings and subsequent breakout; the Battle of the Bulge; and President Truman’s removal of General MacArthur from command in Korea... He is very frank in his comments on Eisenhower’s weaknesses as Allied commander in North Africa and Sicily, and of Patton’s ill-advised behavior and remarks during that period and later. He is also harshly critical of Montgomery’s “prima donna”-like behavior and his continual efforts to push Eisenhower into giving him the supreme command of all Allied ground troops... With the loss of General Bradley, there are unlikely to be any more top-rank firsthand accounts of this period in US military history. Bradley’s book, therefore, may have the last word, but he hasn’t abused that privilege. He was too fair a man for that.” — Howard C. Thomas, The Christian Science Monitor “[A] superb book... a remarkably smooth-flowing account of the life of one of this country’s most distinguished military leaders... Bradley’s candid appraisals of his superiors, subordinates and peers, notably Patton, Montgomery, Eisenhower, Simpson and Hodges, make fascinating reading... this is a first-rate addition to the growing number of biographies of prominent World War II military personalities. Besides being eminently enjoyable reading for casual consumption, it is of significant value to the student of military history.” — Lieutenant Colonel William A. de Palo, Jr., Infantry Magazine
