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Development of military leadership
Development of military leadership
Development of military leadership
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Running head: JUMPING JIM GAVIN 1
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JUMPING JIM GAVIN
Jumping General Jim Gavin
The Father of the 82nd Airborne Division
Jon Clark
University of Louisville
Dr Bradley Carpenter
ELFH 490-98
29 May 2015
The Father of the 82nd Airborne Division In order to provide a baseline to build a Leader Profile for Lieutenant General James (Jim) Gavin I would like to first provide some insight into his child hood and how he became a leader in the United States Army. Utilizing Hickman?s work on the Leaders of World War II (2015) here is a brief synopsis of Jumping Jim Gavin?s early years. James Maurice Gavin was born in 1907 as James M. Ryan, two years after his birth he was placed in an orphanage. After a short stay in the orphanage he found
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While performing his duties as a Brigade Commander during the invasion of Sicily in 1943 Gavin demonstrated his capabilities at problem analysis as well as implemented the processes through his unit. In this instance Gavin defined the problem and generated alternative solutions. Interestingly enough he allowed his Paratroopers to evaluate and choose the appropriate solution based on their situation. Then as the brigade would begin to assemble into a fighting force the leaders and Gavin would continue to implement and follow up on the solutions to the problems that they faced. Carlo D?Este wrote Jim Gavin?s War (2015) in this work he describes one of the key problems that Gavin encountered during the invasion of Sicily. Gavin?s Paratroopers were spread over miles of terrain after the Air Force failed to drop them near their objectives (para.3-5). Gavin perceived that this would become a problem after similar issues during pervious airborne operations. Now that Gavin had a defined problem he developed alternate courses of actions for his Paratroopers which included secondary objectives. He also provided guidance for alternative courses of action in case Paratroopers failed to link up with a large enough force to assault planned objectives. This …show more content…
(p.286). They also provide four characteristics of personal power; expertise, personal attraction, effort, and legitimacy(p.288). Gavin made great use of the characteristics of power to help establish his power base and influence both his Paratroopers and his superiors. D?Este (2015) wrote this about Gavin, ?He was one of the first graduates of the airborne school at Fort Benning and became a pioneer of airborne warfare. Gavin made so many parachute jumps, some of them experimental, that he earned the nickname ?Jumpin? Jim? (para.3). Gavin had volunteered for the airborne units which were new to the army and this is just one example of how he gained his nick name of ?Jumpin? Jim? as well as the expertise. He sought out experiences and was on the forefront of developing the tactics of airborne warfare making him one of the most knowledgeable experts in the field. Whetten and Cameron (2011) define attraction as,?charisma, agreeable behavior, and physical characteristics? (p.289). Gavin possessed all of the characteristics to the point of becoming known as the father of the 82nd Airborne Division. Paratroopers were naturally drawn to him because he was always the first to jump and always leading from the front and was one of few officers of the time that carried the same rifle and in fact was often confused for a regular fighting Soldier due to appearance and his demeanor around his men. Effort is
Things quickly turned around in 1950, once Brigadier General Theodore R. Wessels became leader. He was also respon...
COL Prescott’s role in the Battle of Bunker Hill, or more correctly know as the Battle of Breed’s Hill, is a great example of how to properly execute mission command. An overview from The Cowpens Staff Ride and Battlefield Tour (Moncure) reveals a number of operation and strategic objectives that the American militia had to consider. In this instance, COL Prescott takes charge of 1200 men with instructions to defend against incoming British forces that were seeking to occupy the surrounding hills during the Siege of Boston campaign. COL Prescott utilized a variety of steps in the operations process that contributed to his expert utilization of mission command over his forces. Through various sources from published works by experts on the subject, COL Prescott’s mission command demonstrates its effectiveness in his understanding of the situation against the British, his visualization to create an end state for t...
Introduction. Common Attributes of military leaders are just that, common. The accomplished Generals, Colonels and Majors that contributed to the most successful wars of our country have been molded a certain way. They are molded through vigorous training both in scholastic training and in the field along with rigorous mentorship. Colonel Lewis McBride was a rare exception to the rule. As a renowned Chemical museum curator so distinctively puts it, he was, without a doubt, one of the most interesting and industrious officers in the history of the US Army Chemical Corps.
With careful planning, co-operation, good leadership and courage, Currie managed to bring out the characteristics of a well thought out success at Vimy Ridge in April of 1917 (Dancocks, 1985). Sir Arthur Currie’s responsibility was to command the 1st Canadian Division (Hyatt, 1987). He pushed his troops to undergo rigorous training and to prepare themselves by using a life-size course, with every trench marked by tape and a flag (Dancocks, 1985). Currie designed very accurate maps and he had a small-scale plasticine model built so that it could be studied by all soldiers. Arthur Currie insisted that his division’s knowledge of the enemy was excellent (Dancocks, 1985).
Stewart R. W. (2005). American Military History (Vol. 1). The United States Army and the
Weigley, Russel F. History of the United States Army. Bloomington: Indiana University Press, 1st Edition, 1984.
In order to receive a victory in the Battle of the Bulge, General Patton used Mission Command Analysis in order to understand how he can be successful for this mission. The first thing of understanding t...
Cameron, R. S. (2003). The army vision: The 4th AD in world war II. Military Review, 83(6), 59-68
War finds success and failure inescapably linked to how well the Combined, Joint, and Multinational Commander ensures the Joint War Fighting Function “Sustainment” planning is linked to strategic, operational and tactical objectives. General Eisenhower’s Operation OVERLORD, the Allied cross channel, air, and seaborne invasion of France during World War II provides an excellent case study to show successful integration of the principles and the spirit of the Joint War Fighting Function “Sustainment.” OVERLORD required synchronizing, coordinating, and integrating the logistics capabilities of coalition forces, their equipment as well as civilian manufacturing capabilities to meet the strategic end state (e.g. the defeat of Germany). This article will review the purpose and definition of Joint Sustainment, its imperatives and logistics planning principles and examine how Eisenhower and his planners incorporated these imperatives and principles into Operation OVERLORD.
Also, his judgment built from his experience as an expert in amphibious operations and his participation in the Torch operation played a great role in his situational understanding and visualization. Moreover, because he was in the front line, MG Cota maintained his situational understanding during the first day at Normandy. Consequently, he was able to rectify his orders, direct his soldiers and make right decisions. On the opposite of Normandy, MG Cota, lacking experience in commanding Infantry units (his last command duty was in 1917 as company Commander), failed in the Battle of the Hurtgen Forest to understand the situation. As a result, he failed to visualize the appropriate solution. His misunderstanding of the terrain led to choose an inadequate route to support units and to not exploit all his assets especially
5. Margiotta, Franklin D., Ed. “Brassey’s Encyclopedia of Military History and Biography”, Washington: Brassey’s, Inc. 1994
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
It began to emerge the differences in tactics. The question was whether to continue so far the Supreme Allied Commander of the Allied Forces Europe, General Eisenhower’s tactics attacking on a broad front, or due to problems of supply to take just one mighty blow. In that period Field Marshal Bernard Montgomery developed a new operation plan, which would include the use of 1st Airborne Army (Lieutenant General Lewis H. Brereton), actually 1st Airborne Corps (Lieutenant General Frederick Browning). The Corps comprised of 82nd US Airborne Division (Brigadier General James M. Gavin), 101st US Airborne Division (Major General Maxwell D. Taylor), and 1st British Airborne Division (Major General Robert “Roy” E. Urquhart) supported with, under his command, 1st Polish Independent Parachute Brigade (Major General Stanislaw Sosabowski). These units should be dropped along the roa...
Successful leadership on a battlefield can be measured in different ways. It is possible for a good, successful leader to lose a battle. Conversely, it is possible for an ineffective leader to win a battle, given the right circumstances. What distinguishes a successful leader from an unsuccessful one is his/her ability to oversee an operation using effective mission command. In ADP 6-0, mission command as a philosophy is defined as “as the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations” (ADP, 1). William Henry Harrison, Governor of the Indiana Territory, executed good mission command in the Battle of Tippecanoe because of his ability to effectively utilize the doctrinal tasks of “understand, visualize, describe, direct, and lead” operations.
Lieutenant General Lewis B. “Chesty” Puller, through dedication to his mission and the welfare of his marines, was a visionary leader even by today’s standards. In his youth, Chesty attempted to join World War I before he had reached the required age. He attended Virginia Military Institute, but dropped out after one year to satisfy his urge to experience combat. He enlisted in the U.S. Marine Corps as a private and remained enlisted for only a year before his commissioning as a lieutenant. Unfortunately, the war ended before he was able to experience combat. When a force reduction ensued after the end of the war, Lt Puller was sent to the reserves and given the ...