At the beginning of the Civil War, President Abraham Lincoln sought to bind important political leaders to the Union by appointing them as generals. The task was formidable: he had to find enough qualified officers to command a military that would fight along a front that stretched halfway across the continent. West Point hadn't graduated enough officers, and many of its best chose to fight for the Confederacy. Lincoln needed loyal men accustomed to organization, administration, and command. He also needed soldiers, and political generals brought with them their constituents and patronage power. As the war proceeded, the value of the political generals became a matter of serious dispute. Could politicians make the shift from a political campaign to a military one? Could they be trusted to fight? Could they avoid destructive jealousies and the temptations of corruption? And with several of the generals being Irish or German immigrants, what effect would ethnic prejudices have on their success or failure? In this book, David Work examines Lincoln's policy of appointing political generals to build a national coalition to fight and win the Civil War. Work follows the careers of sixteen generals through the war to assess their contributions and to ascertain how Lincoln assessed them as commander-in-chief. Eight of the generals began the war as Republicans and eight as Democrats. Some commanded armies, some regiments. Among them were some of the most famous generals of the Union--such as Francis P. Blair Jr., John A. Dix, John A. Logan, James S. Wadsworth--and others whose importance has been obscured by more dramatic personalities. Work finds that Lincoln's policy was ultimately successful, as these generals provided effective political support and made important contributions in military administration and on the battlefield. Although several of them proved to be poor commanders, others were effective in exercising influence on military administration and recruitment, slavery policy, and national politics.
Thomas Nelson , 2004 . Blackaby , Henry and Tom Blackaby . The Man God Uses . Broadman & Holman Publishers , 1999 . Blackaby , Henry and Richard Blackaby . Called to Be God's Leader : How God Prepares His Servants for Spiritual ...
18 Intervs , Murray with Myers , 15 Apr 74 , pp . 38–41 , and with Hart , 1973 , pp . 32–34 , 4244 ; Hottelet , “ Victor of Aachen , ” p . 491 ; Cir , Organizations and Functioning of G - 3 Plans and Operations .
Summarizes discussions with over 450 Army officers about leader development in Army units, and offers suggestions on how the Army school system can improve leader development.
這是你的船: 有效領導的十大技巧
這是你的船: 成功領導的技巧和實踐
Inform me also as to the position of the enemy,—where Nelson is. Think over carefully the great enterprise you are about to carry out; and let me know, before I sign your final orders, your own views as to the best way of carrying it ...
The Army's operational requirements have expanded since the start of the 21st century.
In George B. McClellan and Civil War History, Rowland presents a framework in which early Civil War command can be viewed without direct comparison to that of the final two years.
Since the inception of the USAF leadership, unit level leadership has been function of officers, particularly senior commissioned officers in the rank of lieutenant colonel (Lt Col.) and colonel (Col.)....
The Lee that gave the world, for the first time, a recognition of the human side of war. Obviously no book of this kind can ever be complete; nor can it be expected to capture enough of Lee, the man, the general, the myth, ...