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Winston churchill leadership in world war 2
Winston churchill leadership in world war 2
Winston churchill leadership in world war 2
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Operational Leadership and the Success or Failure of an Operation
Leadership at the operational level requires the ability to link tactical actions to meet strategic objectives. Successful use of operational leadership tenants combined with specific character traits of an operational commander provides a snapshot of an effective leader who can successfully accomplish the determined strategic objectives. Professor Milan Vego provides a framework for the tenets of operational leadership and Field Marshal Slim presents his viewpoint on essential qualities required of an operational commander. , The British leaders, Admiral Carden and General Sir Hamilton will be compared and contrasted with the German leader of the Turkish forces, General
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He was asked by Churchill, the Lord of the Admiralty to determine if naval forces could penetrate the Dardanelles. Carden’s response to Churchill and the eventual subsequent plan are good illustrations of how he employed operational leadership. He initially responded to Churchill’s question by stating that he did not think the strait could be taken quickly, but also provided a ambiguous option by describing that opening Dardanelles “might” be possible with a large force and a commitment to a protracted operation. His follow on plan was essentially just a list of the shore forts that would be targeted rather than a fully developed plan of what forces would be required (means) and how they would be employed against the enemy (ways). This response lacked the rigor required of an operational commander, and contributed to the eventual failure of the initial naval only portion of the Gallipoli …show more content…
Hamilton was thrust into a tough position in that he had limited experience with the region, and quickly realized the geographic challenges of an invasion of the Gallipoli peninsula. He started off exercising sound judgment by seeking advice from his commanders. This advice generated the complex plan of multiple landings on numerous beaches. Unfortunately, Hamilton’s initial good judgment began to break down once the orders were developed to give direction to his commanders who would be responsible for carrying out the invasion. Although there was significant preparation on where and how to land the forces, the final objectives of attaining the high ground and destroying the shore defenses were never stated in the orders given to Hamilton’s commanders. Additionally, the sector of main effort was also never explicitly identified, which left his commanders to assume that it was “V” beach where the most troops would be landed. This clearly did not adequately focus on successfully meeting the objective, since Hamilton’s vague commander’s intent did not even clearly articulate the ultimate objectives, let alone provide direction to successfully attain
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
Secondly, military leaders tend to hold high levels of responsibility and authority at low levels in our organizations. Finally, and perhaps most importantly, military leadership is based on a concept of duty, service, and self-sacrifice. We take an oath to that effect.” There is no formula for leadership, as great leaders have different leadership styles. When discussing military leaders and what makes them great examples of success, their personalities range from flamboyant and daring to reserved and cautious in battle.
Hull, Bradley Z., and Scott J. Allen. 2012. "Using the 5Ps Leadership Analysis to Examine the Battle of Antietam: An Explanation and Case Study." Journal of Leadership Education 245-262.
Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. Mission command is 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.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully utilized mission command through leading, understanding, visualizing and assessing.
...e leadership characteristic that popped out at me was how Cap. John Goodwin was his resilience to overcome all the horrific parts of this deployment and still stayed with it and worked his hardest with no breaks until he was forced to go on that leave to rest and then as soon as he heard something bad had happened, he stopped everything he was doing and got back to his men as quickly as he could it showed how much he cared, he also listened to his men and what they needed and tried helping them all the time. One thing he did not do a good job of was letting Kunk get to him and knock his confidence down and taking care of his own health so he could be awake and alert as company commander each and every day. His soldiers mentioned how weak, and tired and malnourished he looked from being next to the radio 24/7 which should never happen when you are calling the shots.
“If you know the enemy and know yourself, you need not fear the result of a hundred battles.” (BAM, 2010, p.20) These words were first written down over 2,400 years ago by a Chinese general named Sun Tzu in his famous military strategy treatise known today as The Art of War. These words, in fact the entire book, are just as valid today as they were during Sun Tzu’s lifetime. He was one of the first truly visionary and ethical military leaders in the world. Despite the fact that there is not much known about Sun Tzu today other than his writings, in this essay, I intend to extract his essence from his treatise to prove he was a visionary leader. I will then continue to prove he was also an ethical leader. Finally, I will finish by detailing how his seminal work has inspired me to self-reflect on how I can be a better visionary and ethical leader in the 21st Century Air Force. So, what exactly is a ‘visionary’ leader?
Leadership can come in many forms and from many perspectives. In the heat of combat, the leadership from a Navy Seal is much different than that of a leader in a high school dorm. Through reading Extreme Ownership I found how leadership completely changes depending on the perspective. Leadership in combat is completely dependent on quick, decisive execution, whereas leadership in the dorm is more dependent on taking time to work with everyone before arriving at a solution.
Military leadership is always an important factor in war. Good commanders will accomplish the goals of their side, while inferior generals will only hinder performance and fail their leader. However, not all great generals are victorious. Victories depend heavily on the availability of resources. Leadership does not relate to the supplies one has to draw from, but instead to the personal traits of the man himself.
 The purpose of this paper is to identify and contrast the different styles of leadership exhibited by two characters found in the 1949 movie Twelve O’Clock High starring Gregory Peck as General Savage, Army Air Forces general. Based on a true story, Twelve O’Clock High is a inspirational account of the highly dangerous precision daylight bombing missions carried out by US Army Air Force’s 918th Bomber Group in England during the last part of World War II. In the beginning of the movie the squadron is commanded by general Davenport. It is very clear that General Davenport’s main concern is the wellbeing of his men. He obviously had developed close interpersonal relationships. The men of the squadron were completely devoted towards Davenport and they trusted any decision that he would make. General Davenport’s affection for his men comes to interfere with his ability to lead them. The squadron suffers heavy losses to planes and heavier losses to soldiers. One instance that clearly demonstrates Davenport’s incapability to uphold his responsibilities as the leader is when he jeopardizes the well being of the entire squadron by ignoring protocol and flying out of formation in the attempt to save one plane. When it becomes apparent to Davenport’s superiors that his emotional feelings have become an obstacle to his effectively leading the squadron they relieve him. General Savage who is ordered to take over the underachieving bomber group experiencing heavy losses because of poor technique and lack of focus. Savage takes a kind of tough love approach, holding his men to the highest standards. Savage makes the point that the ultimate objection of the squadron is to successfully complete the assigned missions. Throughout the movie Savage constantly makes it absolutely clear to the squadron that no one individual’s wellbeing will be placed ahead of the entire team and the success of the team. Initially the changing of the preceding General dispirits the squadron. They felt that General Savage was uncompassionate considering the men as nothing more then numbers that were dispensable at his convenience. After several missions that were marked by a remarkable turnaround in success the man eventually come...
...tional. The distribution of authority entitled in different levels of leadership is an indispensable and fundamental key stone, which enables the Army to address in most efficient manner the issues that the Army encounters.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
Many individuals in our military today have this notion that just because they earned their “stripes” that they automatically deserve respect, and that their subordinates should and will listen to them strictly because of what is on their chest. A true leader not only leads, develops, and mentors, but they embody and apply those leader competencies in their everyday life both on and off duty. Being a leader doesn’t mean you always have to be the mean guy. It means that you can successfully provide purpose, direction and motivation to make your Soldiers want to work for you to accomplish the mission. In this paper, I will discuss and give examples about the difference between Competent Leadership
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.
As General Dempsey states in his White Paper, “Leader development is an investment required to maintain the Army as a profession and is a key source of combat power. Leadership entails the repetitive exercise of discretionary judgments, all highly moral in nature, and represents the core function of the Army professional’s military art, whether leading a patrol in combat or making a major policy or budget decision in the Pentagon.”