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George s. patton leadership principles
Patton: A Genius of War
George Patton Leadership
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“Men like to fight, they always have and they always will, if not, they are not real men.” (A&E Networks) This quote from General Patton, signifies everything he was, and everything he stood for. Patton was a brutal man, who was very opinionated. For example, during WWII Patton makes a statement in one of his speeches about how Americans and British are to rule the world after they become victorious in the war. This openness about what he believed almost costed him his career during the war, and it is what finally removed him from his position in the end. Using the MBTI, Patton is considered to be an ESTP. This stands for extraversion, sensing, thinking, and perception. People with this personality type are labeled as the ultimate realist (Phi Theta Kappa), they are action-oriented, and anything that will delay the moment is a waste of time. With that said, Patton was a great man who had everything he needed to be “A Genius For War” (D’Este).
Warren Bennis wrote the article on the four competencies of great leaders (Phi Theta Kappa). When comparing Patton to Bennis’ four competencies of a great leader, Patton was an extreme manager of attention. He had the extraordinary focus of commitment that Bennis says is necessary to draw in followers. Next, one of Patton’s strongest skills was in managing meaning, he was known for his colorful language, and was an artist by creating war poems that exemplified his vision as a general in the military. In contrast to Bennis’ great leader, Patton created trust through his reliability, but even his own friend Eisenhower could not trust him to keep his mouth shut, and this almost cost him his job twice during the war. After the war ends Pattons compares the hostility towards the Nazis to a De...
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D'Este, Carlo. Patton: A Genius for War. New York: HarperCollins, 1995. Print.
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"A Study of General George S. Patton Jr's. Leadership Style." Firehouse. Cygnus Business Media, 19 Oct. 2005. Web. 10 Nov. 2013. .
Credits: Porter B. Williamson, Gen. Patton's Principles for Life and Leadership, MSC, 1988
Leadership Development Studies: A Humanities Approach. Jackson, MS: Phi Theta Kappa, 2008. Print.
Parsons, Othal T. Interview by author, 17 April 1995. Mail questionnaire. 12th Armored Division Historical Project, Abilene Christian University, Abilene, Texas.
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Frustrated by the commissioning programs of the time, Sledge begins his journey by resigning from the officer candidate program in an effort to more quickly reach combat. He subsequently volunteers to be a sixty millimeter mortar-man and joins Company K, Third Battalion, Fifth Marine Regiment (K/3/5) of the First Marine Division. It is within this command framework that Sledge experiences two of the bloodiest campaigns of the Second World War...
Brigade General Scales, Robert H. JR. Certain Victory. The U.S. Army in the Gulf War.
Sanderson, Jefferey. "GENERAL GEORGE S. PATTON, JR.” Last modified may 22, 1997. Accessed January 4, 2014. http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CCwQFjAA&url=http://www.dtic.mil/dtic/tr/fulltext/u2/a331356.pdf&ei=tYbHUtv3HcGs2gX2u4HAAQ&usg=AFQjCNFU5EzdWjKlt81w8gh_Bj2UEttaZw&sig2=aAz3jIZg7U6peDzL_i8w9w.
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"Feature Articles - Life in the Trenches." Firstworldwar.com. First World War, n.d. Web. 05 Apr.
General George C. Marshall Jr. was born on December 31, 1880 in Uniontown, Pennsylvania and was the youngest of three children. As a child, George was the sibling that always got in trouble, especially when it came to school. Eventually he metamorphosed into a distinguished military officer. Marshall contributed to both World Wars, served as Secretary of State, Secretary of Defense, as well as took a leadership role in the American Red Cross Association. From assisting in the planning of the St. Mihiel and Meuse- Argonne offensive to establishing Operation Overload and having a main part in training and organizing the troops in World War II, George C. Marshall’s career reflects his execution of the officer attributes and competencies.
Major Gerald De Lira Jr. USMC. The Anger of a Great Nation: Operation Vigilant Resolve. http://www.dtic.mil/dtic/tr/fulltext/u2/a509044.pdf. http:DTIC.mil. 2009
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
Interlaced with Marlantes' personal experiences are frequent references to classic military quotations and writings that address the essence of what it is like to go to war. Here, Marlantes shows us ancient cultural examples including the Celtic mythos surrounding Cuchulain, examples of the Code of Bushido, and some pointed quotations from General Patton addressing the importance of the principles of loyalty flowing from the top of leadership down to the enlisted man being more important than its flow in the opposite direction.
Snider, D. M. (2008). Dissent and strategic leadership of the military professions. Carlisle Barracks, PA: Strategic Studies Institute, U.S. Army War College.
O’Neill, William L. World War II A Student Companion. 1 ed. William H. Chafe. New York, New York: Oxford University Press, 1999.
What was also seen in the book was Patton’s approach to the necessity of discipline within the ranks in order to ensure that the newly formed corps was to be effective as a fighting force. Patton also bordered on the obsessive in terms of achieving excellence through the use of “spit and polish” in order to attain the desired results he intended to receive. He was also a large believe that the weapons was inconsequential to victory, where the necessity for victory lay in the spirit of the fighting man and the ability to conduct war on behalf of their country, as well as their commander. Patton had also showed his fearlessness in combat, where he would often get close to the front and the actual fighting in order to lead the soldiers through the battle they had been fighting in. What he had also showed was the necessity through his own view of being close to the troops in the frontlines in order to lead them, if he couldn’t see the troops and the fighting he wouldn’t be able to lead the soldiers effectively in the war. Essentially what was shown was that Patton had a great zeal for leading from the front.