A comparison of nine leaders who led their nations through the greatest wars the world has ever seen and whose unique strengths—and weaknesses—shaped the course of human history, from the bestselling, award-winning author of Churchill, Napoleon, and The Last King of America “Has the enjoyable feel of a lively dinner table conversation with an opinionated guest.” —The New York Times Book Review Taking us from the French Revolution to the Cold War, Andrew Roberts presents a bracingly honest and deeply insightful look at nine major figures in modern history: Napoleon Bonaparte, Horatio Nelson, Winston Churchill, Adolf Hitler, Joseph Stalin, George C. Marshall, Charles de Gaulle, Dwight D. Eisenhower, and Margaret Thatcher. Each of these leaders fundamentally shaped the outcome of the war in which their nation was embroiled. Is war leadership unique, or did these leaders have something in common, traits and techniques that transcend time and place and can be applied to the essential nature of conflict? Meticulously researched and compellingly written, Leadership in War presents readers with fresh, complex portraits of leaders who approached war with different tactics and weapons, but with the common goal of success in the face of battle. Both inspiring and cautionary, these portraits offer important lessons on leadership in times of struggle, unease, and discord. With his trademark verve and incisive observation, Roberts reveals the qualities that doom even the most promising leaders to failure, as well as the traits that lead to victory.

Volume 6 brings readers more of the best first-person accounts of marches, encampments, skirmishes, and full-blown battles, as seen by participants on both sides of the conflict. Alongside the experiences of lower-ranking officers and enlisted men are accounts from key personalities including General John Gibbon, General John C. Lee, and seven prominent generals from both sides offering views on "why the Confederacy failed." This volume includes 120 illustrations, including 16 previously uncollected maps of battlefields, troop movements, and fortifications.

Annotation At the pivotal battles of Twin Tunnels and Chipyong-ni in February 1951, U.N. forces met and contained large-scale attacks by Chinese forces. Col. Paul Freeman and the larger-than-life Col. Ralph Monclar led the American 23rd Infantry Regiment and the French Bataillon de Coree, respectively. In this careful consideration of combat leadership at all levels, Kenneth E. Hamburger details the actions of these units, offering stories of men sustaining themselves and one another to the limits of human endurance. He analyzes the roles that training, cohesion, morale, logistics, and leadership play in success or failure on the front lines, providing a well-organized discussion that is sure to become a classic in the field of leadership studies. Lt. Gen. Matthew Ridgway, Eighth Army commander, and Lt. Col. Ralph Monclar, the French Battalion commander, March 1951.

“An excellent, vividly written” (The Washington Post) account of leadership in wartime that explores how four great democratic statesmen—Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion—worked with the military leaders who served them during warfare. The relationship between military leaders and political leaders has always been a complicated one, especially in times of war. When the chips are down, who should run the show—the politicians or the generals? In Supreme Command, Eliot A. Cohen expertly argues that great statesmen do not turn their wars over to their generals, and then stay out of their way. Great statesmen make better generals of their generals. They question and drive their military men, and at key times they overrule their advice. The generals may think they know how to win, but the statesmen are the ones who see the big picture. Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion led four very different kinds of democracy, under the most difficult circumstances imaginable. They came from four very different backgrounds—backwoods lawyer, dueling French doctor, rogue aristocrat, and impoverished Jewish socialist. Yet they faced similar challenges. Each exhibited mastery of detail and fascination with technology. All four were great learners, who studied war as if it were their own profession, and in many ways mastered it as well as did their generals. All found themselves locked in conflict with military men. All four triumphed. The powerful lessons of this “brilliant” (National Review) book will touch and inspire anyone who faces intense adversity and is the perfect gift for history buffs of all backgrounds.

It is also worthwhile reading for anyone, from any walk of life, who makes executive decisions."--BOOK JACKET.

This book examines Lincoln's leadership by assessing his decision-making process and patterns in shaping military strategy, political affairs, and religious interests during the Civil War. In doing so, it shows how Lincoln defined the presidency in wartime, played the role of party chief, and pointed the moral compass of the nation.

Beginning with an overview of the causes of the war and continuing with year-by-year chronology, looks at the major clashes of World War II and their results.

George S. Patton Jr. lived an exciting life in war and peace, but he is best remembered for his World War II battlefield exploits. Patton’s War: An American General’s Combat Leadership: November 1942–July 1944, the first of three volumes, follows the general from the beaches of Morocco to the fields of France, right before the birth of Third Army on the continent. In highly engaging fashion, Kevin Hymel uncovers new facts and challenges long-held beliefs about the mercurial Patton, not only examining his relationships with his superiors and fellow generals and colonels, but also with the soldiers of all ranks whom he led. Using new sources unavailable to previous historians and through extensive research of soldiers’ memoirs and interviews, Hymel adds a new dimension to the telling of Patton’s WWII story.

Saying that no generation of Americans has produced a finer array of combat commanders than that of World War II, a thirty-year army veteran examines combat leadership throughout the war at every level of command in the U.S. Army. The author argues that although Army chief of staff George C. Marshall s organization and training policies were indispensable, the ultimate victory was the result of spirited leadership and the undaunted courage of those who served, from individual riflemen to the upper echelons of army command. Rather than a history of battles and campaigns, this book is an analysis of leadership in combat over three continents and across two oceans. It looks at how soldiers react in war -—how sergeants, lieutenants, captains, and generals direct soldiers in the most intense of all human dramas. The first part focuses on the generals and takes a thematic approach, examining such topics as restoring the fighting spirit and analyzing the unique characteristics required to command special units in combat. The second part examines a special breed of junior leaders who fought the German and Japanese armies on the front lines and whose contributions merit attention. Like war correspondent Ernie Pyle, Kingseed includes both the big and the little to offer a balanced view of what makes a good combat leader.

Beginning in 1943, US Army leaders such as John M. Palmer, Walter L. Weible, George C. Marshall, and John J. McCloy mounted a sustained and vigorous campaign to establish a system of universal military training (UMT) in America. Fearful of repeating the rapid demobilization and severe budget cuts that had accompanied peace following World War I, these leaders saw UMT as the basis for their postwar plans. As a result, they promoted UMT extensively and aggressively. In Every Citizen a Soldier: The Campaign for Universal Military Training after World War II, William A. Taylor illustrates how army leaders failed to adapt their strategy to the political realities of the day and underscores the delicate balance in American democracy between civilian and military control of strategy. This story is vital because of the ultimate outcome of the failure of the UMT initiative: the birth of the Cold War draft.