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    Eisenhower’s Pursuit Of Strategy:: The Importance Of Understanding The Influence Of Leadership Styles On Strategic Decision Makers
    Eisenhower’s Pursuit Of Strategy:: The Importance Of Understanding The Influence Of Leadership Styles On Strategic Decision Makers
    Eisenhower’s Pursuit Of Strategy:: The Importance Of Understanding The Influence Of Leadership Styles On Strategic Decision Makers
    Ebook102 pages1 hour

    Eisenhower’s Pursuit Of Strategy:: The Importance Of Understanding The Influence Of Leadership Styles On Strategic Decision Makers

    By LTC Geoffrey C. De Tingo

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    About this ebook

    Eisenhower preferred to build consensus for his military and national strategies by using multiple communication techniques to convey his intent. If consensus was not achieved, though, and his intent was not carried out he would aggressively move to eliminate the source of friction. This monograph will analyze four case studies to demonstrate that it is critically important for subordinates and peers to understand the influence of leadership styles on strategic decision makers. It will also argue that the consequences for not understanding strategic decision makers can mean the difference between individual, organizational or national success or failure.

    The four case studies will highlight the leadership styles that Eisenhower used when he pursued a strategy and how those leadership styles influenced his decision-making. The first case study is Eisenhower’s fight to control Allied strategic bombers to support Operation Overlord in 1944. Second is his fight to develop, implement and defend his New Look National Security Strategy in 1953. Third is how Eisenhower defended his administration’s Middle East foreign policy and finally his strategy to seek a peaceful solution to the Suez Canal Crisis of 1956.
    LanguageEnglish
    PublisherLucknow Books
    Release dateNov 6, 2015
    ISBN9781786253637
    Eisenhower’s Pursuit Of Strategy:: The Importance Of Understanding The Influence Of Leadership Styles On Strategic Decision Makers

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      Book preview

      Eisenhower’s Pursuit Of Strategy: - LTC Geoffrey C. De Tingo

      This edition is published by PICKLE PARTNERS PUBLISHING—www.picklepartnerspublishing.com

      To join our mailing list for new titles or for issues with our books – picklepublishing@gmail.com

      Or on Facebook

      Text originally published in 2013 under the same title.

      © Pickle Partners Publishing 2015, all rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electrical, mechanical or otherwise without the written permission of the copyright holder.

      Publisher’s Note

      Although in most cases we have retained the Author’s original spelling and grammar to authentically reproduce the work of the Author and the original intent of such material, some additional notes and clarifications have been added for the modern reader’s benefit.

      We have also made every effort to include all maps and illustrations of the original edition the limitations of formatting do not allow of including larger maps, we will upload as many of these maps as possible.

      EISENHOWER’S PURSUIT OF STRATEGY: THE IMPORTANCE OF UNDERSTANDING THE INFLUENCE OF LEADERSHIP STYLES ON STRATEGIC DECISION MAKERS

      by

      LTC Geoffrey C. De Tingo

      United States Army

      TABLE OF CONTENTS

      Contents

      TABLE OF CONTENTS 3

      ABSTRACT 4

      INTRODUCTION 5

      SECTION I: TO CONTROL THE STRATEGIC AIR FORCES 8

      To Support the Transportation Plan 9

      Air Barons and Politicians: The Threat to the Transportation Plan 12

      To Implement the Transportation Plan; Mitigate the Threat 14

      SECTION II: NEW LOOK POLICY 20

      The New Look Policy; The Plan for the Pentagon 21

      The Pentagon Pushes Back 24

      To Implement the New Look Policy: Eliminate the Threat 26

      SECTION III: PRESIDENT EISENHOWER’S MIDDLE EAST STRATEGY 29

      The Strategy of Securing Oil and Containing the Soviet Union 29

      Great Britain as a Threat 32

      To Mitigate the Threat 35

      SECTION IV: THE SUEZ CANAL CRISIS STRATEGY 39

      A Peaceful Solution to the Canal Crisis. 39

      Eden Pushes Back 41

      Eisenhower Eliminates the Threat 43

      CONCLUSION 46

      REQUEST FROM THE PUBLISHER 47

      BIBLIOGRAPHY 48

      ABSTRACT

      Eisenhower preferred to build consensus for his military and national strategies by using multiple communication techniques to convey his intent. If consensus was not achieved, though, and his intent was not carried out he would aggressively move to eliminate the source of friction. This monograph will analyze four case studies to demonstrate that it is critically important for subordinates and peers to understand the influence of leadership styles on strategic decision makers. It will also argue that the consequences for not understanding strategic decision makers can mean the difference between individual, organizational or national success or failure.

      The four case studies will highlight the leadership styles that Eisenhower used when he pursued a strategy and how those leadership styles influenced his decision-making. The first case study is Eisenhower’s fight to control Allied strategic bombers to support Operation Overlord in 1944. Second is his fight to develop, implement and defend his New Look National Security Strategy in 1953. Third is how Eisenhower defended his administration’s Middle East foreign policy and finally his strategy to seek a peaceful solution to the Suez Canal Crisis of 1956.

      Three frameworks are used in the construction of each case study. The first framework explains the reasons why Eisenhower pursued his strategies, how he would communicate his intent and then put together a team to help build towards a favorable consensus. The second shows how some of Eisenhower’s key subordinates and peers resisted his intent and in cases would either actively deceive him or attempt to subvert his strategy. The final framework demonstrates the actions Eisenhower took to eliminate those sources of friction and threats.

      This monograph contains four principal conclusions to help subordinates and peers succeed by identifying and understanding the influence of leadership styles on strategic decision makers. Eisenhower believed strongly in the reasons behind his strategies, which provided the motivation to aggressively pursue their implementation. Second is his preference for a team and consensus building approach to strategy development. Third is that Eisenhower used multiple means and methods to communicate his intent and the importance of his strategies. The final conclusion is that if subordinate or peer did not support his strategy he would continue to try and persuade them to his view but if they did not see his vision he would move to eliminate the threat to his strategy.

      INTRODUCTION

      To be successful, the strategic leader must remain a perpetual student of the environment and remain constantly engaged in the process of adapting to that environment. —The United Army War College Strategic Leadership Primer

      At dawn on 5 November 1956 British Prime Minister Anthony Eden gave the order for British Paratroopers to launch an attack to seize control of the Egyptian occupied Suez Canal Zone. {1} President Eisenhower communicated to Eden that he wanted a peaceful end to the crisis through diplomatic consensus because he felt that the use of force would threaten America’s Middle East strategy. {2} For the President, Eden’s deception was the final straw in a series of incidents over competing interests in the region between the United States and Britain. Eisenhower made the decision to apply diplomatic and fiscal pressure to force Eden to withdraw British troops. {3} Eden had ample opportunity to view Eisenhower’s leadership style when he was the British Foreign Secretary during World War II and Foreign Secretary and Prime Minister during Eisenhower’s first term. {4} Eden’s actions demonstrate that it is critically important, whether you are a subordinate or a fellow head of state, to understand that leadership styles do influence a strategic leader’s decisions. Had Eden understood Eisenhower he could potentially have prevented the Suez debacle, prolonged Britain’s thin veneer as a super power and avoided his own resignation in January 1957. {5}

      When Eisenhower decided on a major strategy he aggressively pursued it by using a combination of leadership styles until it was successfully implemented. He would build teams around him and work towards developing consensus in favor of the strategy. {6} He personally engaged along multiple echelons to ensure success by using different methods to communicate his intent and the importance behind the strategy. {7} He would identify the sources of friction and threats and focus his efforts on achieving their support. If, though, those subordinates or peers did not give their support or actively fought him his famous temper would be triggered and he would take the necessary steps to eliminate the friction as threats. {8}

      Eisenhower recognized that personalities could derail a

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