Summary
Eisenhower's leadership skills were never more tested, even after he became president, than they were during his time as supreme commander in World War II. Here, there were three sets of coalitions he had to master: the joint planning and execution of the war among his own military services; the combined action with America's wartime allies, principally Britain; and the partnership between civilian leaders and the uniformed military, in both his country and others. We shall discuss the combined and civilian coalitions in a moment. For now it is instructive to recall Eisenhower's view of joint warfare, as he described once to Hazlett in a kind of credo to the sort of balanced practice of friendship, collaboration and empathy that we have seen discussed in Chapters 3 and 5 of this study. It is worth our while to quote this at length:
The American public should understand that war has become a triphibious affair, and unless one laboriously picks out special circumstances, land, sea and air in varying ratio are employed in every operation of war. The closest possible kind of association among the individuals of these three forces throughout their Service careers is mandatory. […] Yet it was a laborious process at the beginning to weld all these three Services together and to convince each, in the field, that its own characteristics, capabilities and welfare would be as influential in determining upon an operation as would those of the other two Services. Early conferences were carried on almost in the “cat- bulldog” atmosphere, each Service fighting for itself and its requirements and quite certain that no one else was concerned in them. This mutual suspicion and fear rapidly melted away and I think there is no question that GHQ, both in the Mediterranean and in Northwest Europe, was almost a model of unified, integrated, and enthusiastic cooperation. […] It seems to me that such a system, also, will provide more easily for combined training and closer association of individuals through the years. On this subject I am almost a fanatic. War is a matter of teamwork, and teamwork is not possible among people that are mutually suspicious. I will put it stronger than this: perfect teamwork can be achieved only among friends.
Those roles required something resembling a pantomime among interests, personalities and wartime necessities.
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- Information
- Eisenhower and the Art of Collaborative Leadership , pp. 63 - 78Publisher: Anthem PressPrint publication year: 2018