Countdown To D-Day Essay

Mission command belongs to the Army’s list of seven war fighting functions. While the other six of the Army’s war fighting functions specifically align to the application of combat power, mission command applies to leadership and its application. Mission command redefines the old construct of C2, command and control, by morphing the ideology into two distinct thoughts, the art of command and the science of control. Although mission command is a relatively new concept, it’s principles and application transcend time. This paper examines General Robert E. Lee’s application of the mission command principles at the Battle of Gettysburg.

The movie “Twelve O’ Clock High” is a case study in the application of leadership theory during World War Two. Gregory Peck portrays Brigadier General Savage, a United States Army Air Force officer thrust into a situation that requires a maximum effort both on the ground and in the air as he attempts to re-invigorate an undisciplined, anxiety ridden, and ineffective combat unit. Throughout the movie we observe Peck’s character employing a variety of leadership methods, but ultimately discovering that true combat effectiveness and cohesion is accomplished through a

Once an Eagle by Anton Myrer is a very influential novel in the military. In fact, it is required reading material for all 1st Lieutenants in the Marine Corps as well as in the United States Military Academy at West Point. Many Army leaders have read the book and often discuss it among themselves in social situations. Although a fiction read, many leaders extrapolate the use of mission command as well as the leaderships attributes. In this analysis I will be comparing a single event in the novel to the Army’s leadership principles as well as Mission Command. I will then provide a personal reflection and conclude.

The invasion of D-Day is the largest joint sea born invasion in the history of the world. Although very well planned, the amphibious landings were a gamble made by the Allied forces to gain foothold in Europe. Every American has heard about the Allied invasion of German-occupied Western Europe on D-Day. However, how many Americans stop and think about how much planning, preparation and luck that went into making it the success that it is remembered for? I will attempt to depict what it took to conquer the Normandy beaches using historical and military facts that make it such an iconic event in the world’s history still today.

Dwightshowed his skill of organizing the movement of large numbers of troops. Hewas then promoted several times in the next few years.Then in 1941Eisenhower was promoted to Chief of Staff of the Third Army (Hargrove49). Then shortly after the promotion to "Chief of Staff", Ike was againpromoted to the position of Brigadier General (Hargrove 50). Soon he wasput in charge of the Allied forces in Europe (Hargrove 52). He nowcontrolled the armies of the United States, Britain, and Canada (Hargrove7). Eisenhower and other Allied Generals planned the invasion of Normandy (Hargrove 12). Eisenhower would lead the 6,483 sea vessels,about 800,000 men, and 12,000 aircraft across the English Channel toNormandy France (Benson 12). Eisenhower had hoped that the Germanswould fear an invasion at the close French city of Calais ("The Beachesof..." 9). There were to be five beaches invaided with the code names;Omaha, Utah, Gold, Sword, and Juno ("The beaches of..." 28). In the endDwight D. Eisenhower led the Allies to victory on June 6,1944. IfEisenhower had made a wrong choice, Hitler would have continued to rainV-1 & V-2 rockets on London (Benson 7). Eisenhower had nowsuccessfully completed the most important invasion in history wiping out allmost 100% of German units. Luckily Allied forces only suffered 76% casualties (Barry 30). Dwight Eisenhower was one of the

An Army Leader is able and willing to act decisively, within the intent and purpose of his superior leaders, and in the best interest of the organization. Army leaders recognize that organizations built on mutual trust and confidence, successfully accomplish peacetime and wartime missions.” (2006, P. Viii). Balance molds a leader and in turn, an effective leader is a proactive person who works a whole lot smarter. President George Bush (1997) states, “Leadership to me means duty, honor, and country; It means character and it means listening from time to time.” (Adrain, p. 35).

The Crossing is a fine reproduction of the accounts General Washington went through on the famous crossing of the Delaware to attack the Hessian’s who had occupied Trenton, New Jersey. The script for the movie was written by Howard Fast a well-known author who has written many historical novels. Many of those novels were turned into movies as well. The director, Robert Harmon, made a few noteworthy biopics on historical topics with one of the best known “Ike: Countdown to D-Day”. It was apparent that these two did some research on the events leading up to and after the crossing of the Delaware took place. The movie The Crossing is mostly historically accurate, portrays General Washington as a strong leader, and demonstrates why even popular culture movies create an

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).

Mission Command: The unity of command principle favored Colonial forces and their allies. General Washington refined his command climate through years of troubled multinational operations. He painfully understood the importance of synergy towards an end state. General Washington’s clear communication of intent and subordinate leader empowerment contrasted his adversaries. General Clinton’s combative command climate with Lord Cornwallis exacerbated their demise. Clear intent allowed the Colonial coalition to seize a fleeting opportunity at Yorktown.

Patton was in charge of a fake army set up in southern France to be used as a diversion. He

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

Eisenhower's signature leadership style has been characterized as a "hidden hand" sort of style, a style which suited him well in his capacity as the Supreme Allied Commander of European forces in World War II. Indeed, many of Eisenhower's contemporary commentators viewed him as "above the fray" or as a "do nothing" executive who preferred to remain aloof from events as history marched on by. With this "hidden" type of statesmanship, Eisenhower favored remaining behind the scenes as it were, and direct politics and policy without regard for earning credit--though when necessary, as when he ordered the 101st Airborne into Little Rock

Operation Verbal Image is an exercise based on command and control. It used many leaders who used command and control to accomplish their assigned mission. This command and control shaped the battlefield and took the fight to the enemy. This paper will discuss, how important command and control is, what is command and control, what does command and control do, and command and control in the information age. This paper will also discuss how command and control was used, how it affected the outcome of the battle, and my personnel opinions on how command and control could have been done differently.

Until being assigned this essay I do not believe I outright thought about having an actual command philosophy. However, there have been many moments throughout my career when I would think to myself, "If I am ever in command I will never do that to my Airmen" or the opposite, "That is the kind of commander or leader I want to be someday." I believe most people in the Air Force can definitely relate to those sentiments and draw upon those experiences to define their own command and leadership styles. To answer the group commander 's question of what is a concise description for my leadership style it would be mission first, people always, and command by example.

Leadership on the American side was just as experienced. Admiral Chester Nimitz “served in World War I as chief of staff to the commander of the U.S. Atlantic submarine force” and later was the overall commander in charge of the defense of Midway. (Britannica nimitz, yyyy). Roughly ten days after the attack on Pearl Harbor, Nimitz was promoted to the position of Commander in Chief of the Pacific Fleet. This gave Nimitz authority over all Navy assets and personnel in the Pacific. Just a few months later, in March 1942, Nimitz was once again given greater authority when he was assigned the position of Commander in Chief of Pacific Ocean Areas which gave him control over all Allied Forces in the Pacific, including ground, air, and sea forces (about