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.

Parallels mutinies in today's business organizations with the shipboard rebellions of old. 15,000 first printing.

The legendary New York Times bestselling tale of top-down change for anyone trying to navigate today's uncertain business seas. When Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often. Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

Structured around a series of common, yet fundamental, questions about whatleadership is; includes case studies of leaders to illustrate the main themes.

Soldiers in Revolt examines the understudied phenomenon of military mutinies in Africa. Through interviews with former mutineers in Sierra Leone, Burkina Faso, and The Gambia, the book provides a unique and intimate perspective on those who take the risky decision to revolt. This view from the lower ranks is key to comprehending the internal struggles that can threaten a military's ability to function effectively. Maggie Dwyer's detailed accounts of specific revolts are complemented by an original dataset of West African mutinies covering more than fifty years, allowing for the identification of trends. Her book shows the complex ways mutineers often formulate and interpret their grievances against a backdrop of domestic and global politics. Just as mutineers have been influenced by the political landscape, so too have they shaped it. Mutinies have challenged political and military leaders, spurred social unrest, led to civilian casualties, threatened peacekeeping efforts and, in extreme cases, resulted in international interventions. Soldiers in Revolt offers a better understanding of West African mutinies and mutinies in general, valuable not only for military studies but for anyone interested in the complex dynamics of African states.

Reveals how poor governance and everyday forms of organization resulted in mutiny amongst seamen during the Age of Sail.

A fresh, research-driven playbook for how successful leaders can maximize the potential of others When we think of leaders, we often imagine lone, inspirational figures lauded for their behaviors, attributes, and personal decisions--a perception that is reinforced by many leadership books. However, this approach ignores the expectations of modern work cultures centered on equity and inclusion, where a leader's true mission is to empower others. Applying decades of behavioral science research, Don A. Moore and Max H. Bazerman offer a passionate corrective to this view, casting today's organizations as decision factories in which effective leaders are decision architects, enabling those around them to make wise, ethical choices consistent with their own interests and the organization's highest values. As a result, a leader's impact grows because it ripples out instead of relying on one individual to play the part of heroic figure. Filled with real-life stories and examples of the structures, incentives, and systems that successful leaders have used, this playbook equips each of us to facilitate wise decisions.

What essential leadership lessons do we learn by distilling the actions and ideas of great military commanders such as George Washington, Dwight D. Eisenhower, and Colin Powell? That is the fundamental question underlying The Art of Command: Military Leadership from George Washington to Colin Powell. The book illustrates that great leaders become great through conscious effort—a commitment not only to develop vital skills but also to surmount personal shortcomings. Harry S. Laver, Jeffrey J. Matthews, and the other contributing authors identify nine core characteristics of highly effective leadership, such as integrity, determination, vision, and charisma, and nine significant figures in American military history whose careers embody those qualities. The Art of Command examines each figure’s strengths and weaknesses and how those attributes affected their leadership abilities, offering a unique perspective of military leadership in American history. Laver and Matthews have assembled a list of contributors from military, academic, and professional circles, which allows the book to encompass diverse approaches to the study of leadership.