Originally published: Brighton, England: Book Guild, 2007.

Whenever leadership emerges within a group, there will be resistance to that leadership. Discontent may manifest in a number of ways, and action will always be determined by factors such as resource, numbers, time, space, and the legitimacy of the resistance. What, then, turns discontent into mutiny? Mutiny is often associated with the occasional mis-leadership of the masses by politically inspired hotheads, or a spontaneous and unusually romantic gesture of defiance against a uniquely overbearing military superior. In reality it is seldom either and usually has far more mundane origins, not in the absolute poverty of the subordinates but in the relative poverty of the relationships between leaders and the led in a military situation. The roots of mutiny lie in the leadership skills of a small number of leaders, and what transforms that into a constructive dialogue, or a catastrophic disaster, depends on how the leaders of both sides mobilise their supporters and their networks. Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book suggests we consider mutiny as a permanent possibility that is further encouraged or discouraged in some contexts. From mutinies in ancient Roman and Greek armies to those that toppled the German and Russian states and forced governments to face their own disastrous policies and changed them forever, this book covers an array of cases across land, sea, and air that still pose a threat to military establishments today. The critical theoretical line also puts into sharp relief the assumption that oftentimes people have little choice in how they respond to circumstances not of their own making. If mutineers could choose to resist what they saw as tyranny, then so can we.

The Unwilling and the Reluctant: Theoretical Perspectives on Disobedience in the Military and The Apathetic and the Defiant: Case Studies of Canadian Mutiny and Disobedience, 1812-1919 are the first two volumes in a series devoted to disobedience issues in the Canadian military. Now with The Insubordinate and the Noncompliant, the trilogy is complete. Military leadership has both formal and informal dimensions. The formal leadership of any organization must ensure that it minimizes the divergence between institutional aims and the actions of informal leaders. When this separation occurs, the result is sometimes mutiny. These incidents of insubordination and noncompliance represent a form of dialogue between military personnel and their leadership. The Insubordinate and the Noncompliant offers a perspective on the Canadian experience with military mutiny in the twentieth century in an effort to provide relevant lessons for today.

The second volume of Daniel Todman's account of Great Britain and World War II The second of Daniel Todman's two sweeping volumes on Great Britain and World War II, Britain's War: A New World, 1942-1947, begins with the event Winston Churchill called the "worst disaster" in British military history: the Fall of Singapore in February 1942 to the Japanese. As in the first volume of Todman's epic account of British involvement in World War II ("Total history at its best," according to Jay Winter), he highlights the inter-connectedness of the British experience in this moment and others, focusing on its inhabitants, its defenders, and its wartime leadership. Todman explores the plight of families doomed to spend the war struggling with bombing, rationing, exhausting work and, above all, the absence of their loved ones and the uncertainty of their return. It also documents the full impact of the entrance into the war by the United States, and its ascendant stewardship of the war. Britain's War: A New World, 1942-1947 is a triumph of narrative and research. Todman explains complex issues of strategy and economics clearly while never losing sight of the human consequences--at home and abroad--of the way that Britain fought its war. It is the definitive account of a drama which reshaped Great Britain and the world.

Using contemporary leadership theory to cast a critical light on an array of mutinies throughout history, this book considers the organizational nature of mutinies, explores the contexts in which they can be encouraged or discouraged, and ultimately shows how mutiny can be considered as a permanent possibility.

Based mainly on oral evidence and soldiers' letters, tells the story of over half-a-million African troops who served with the British Army in campaigns in the Horn of Africa, the Middle East, Italy, and Burma. Looks at the impact of army life and travel on the men and their families, and the role of ex-servicemen in post-war nationalist politics.

The Second World War was not the 'Good War' of legend. James Heartfield explains that both Allies and Axis powers fought for the same goals - territory, markets and natural resources.