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
Try this search over all volumes: Ceylon
Results 1-0 of 0
What people are saying - Write a review
We haven't found any reviews in the usual places.
Contents
Part Two Leadership and Wicked Problems | 19 |
Part Three Managing Tame Problems | 151 |
Part Four Commanding in Crises | 305 |
Copyright | |
4 other sections not shown
Other editions - View all
Common terms and phrases
action Airborne aircraft Allied already American approach armoured army artillery assault assumed attack Battalion battle beach became began bombing British called Canadian carried casualties cent Churchill clear coast combat commanders Company Corps cover critical D-Day decision defenders designed destroyed developed direct Division drop effect enemy example fact fighting fire five followed forces four France French front German ground Hitler infantry Infantry Division initial invasion involved Italy June killed landing landing craft leaders leadership least lost Major managed miles military million months move naval Normandy officers Omaha Operation ordered original Panzer paratroopers positions problem Quoted Ramsey Regiment remained response result seemed shells Sherman ships side simply soldiers strategy success suggested tanks took troops units vehicles weeks