Leadership, Management and Command: Rethinking D-DayThe author argues that the successes and failures of D-Day, on both sides, cannot be explained by comparing the competing strategies of each side. Instead he provides an account of the battle through the overarching nature of the relationship between the leaders and their followers. |
From inside the book
Page 4
... leaders even if it produces a much tidier version of history and places all the responsibility onto specific individuals . — — Yet a contingent approach is not the equivalent of 4 LEADERSHIP , MANAGEMENT AND COMMAND AT D - DAY.
... leaders even if it produces a much tidier version of history and places all the responsibility onto specific individuals . — — Yet a contingent approach is not the equivalent of 4 LEADERSHIP , MANAGEMENT AND COMMAND AT D - DAY.
Page 10
... leaders ' strategic plan was failing . In contrast , the strategic failures of the German leadership were not rescued by the more junior leaders - even though many such officers knew what needed to be done and could have acted ...
... leaders ' strategic plan was failing . In contrast , the strategic failures of the German leadership were not rescued by the more junior leaders - even though many such officers knew what needed to be done and could have acted ...
Page 11
... leadership research is grounded in a typology that distinguishes between Leadership and Management as different forms of authority - that is legitimate power in Weber's concep- tion with leadership tending to embody longer time periods ...
... leadership research is grounded in a typology that distinguishes between Leadership and Management as different forms of authority - that is legitimate power in Weber's concep- tion with leadership tending to embody longer time periods ...
Page 13
... leadership has tended to avoid the issue of command or explain it as authoritarian leadership that may be appropriate for the military but not in the civilian world.34 These three forms of authority - that is legitimate power - Command ...
... leadership has tended to avoid the issue of command or explain it as authoritarian leadership that may be appropriate for the military but not in the civilian world.34 These three forms of authority - that is legitimate power - Command ...
Contents
19 | |
Part Three Managing Tame Problems | 151 |
Part Four Commanding in Crises | 305 |
Part Five Retrospective | 416 |
Notes | 429 |
Bibliography | 484 |
Index | 493 |
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Common terms and phrases
12th SS 29th Division Airborne Division aircraft Allied American amphibious Anglo-Canadian Armoured Division artillery attack Badsey Balkoski Battalion battery battle bombardment bombers bombing Bradley Britain British Army Caen Calais Canadian captured casualties cent Chandler and Collins Cherbourg Churchill coast combat commanders Company Corps counter-attack D-Day DD tanks defenders Delaforce destroyed destroyers DUKWs E-boats Eisenhower enemy fighter fighting fire France French German army glider Gold Beach Hitler Infantry Division invasion June Juno Juno Beach killed Kilvert-Jones landing craft LCTs LCVPs leaders leadership Linderman Luftwaffe machine guns managed miles military million Montgomery move naval Navy Neillands Normandy Normann officers Omaha Beach Operation Overlord Panzer Division paratroopers Pitcairn-Jones Pointe du Hoc Ramsey Regiment rifle Rommel Royal Rundstedt Sergeant shells Sherman ships shot soldiers Soviet squadrons St Lô strategy success suggested Sword Beach target troops units Utah Utah Beach vehicles weapons Wehrmacht Wicked Problem