Accession Number:

ADA589565

Title:

To Strive, to Seek, to Find, and Not Yield: How Chiefs of Staff of the Army Lead Change

Descriptive Note:

Master's thesis

Corporate Author:

ARMY COMMAND AND GENERAL STAFF COLLEGE FORT LEAVENWORTH KS SCHOOL OF ADVANCED MILITARY STUDIES

Personal Author(s):

Report Date:

2013-05-23

Pagination or Media Count:

81.0

Abstract:

How does the Chief of Staff of the Army lead strategic change for the Army during post-war transtions The Army is currently conducting a post-war transition after 10 years of continuous conflict and requires a methodology for leading change. What is more, the Army has conducted significant change during many post-war transitions with varying degrees of effectiveness. Failure to address the problem of how to lead change during post-war transitions will result in an Army that is too costly to the nation and less effective for the next war. Given this, there must be a model for the Chiefs of Staff to use in leading change during post-war transitions. In defining a model for the Chiefs of Staff to use during transition this research examines how to lead organizational change develops a model to guide change, and it then applies the model to previous Chiefs of Staff to assess how they led change. The model uses a combination of Stephen M. Coveys The Speed of Trust, Gordon R. Sullivans Leading Strategic Change in Americas Army The Way Forward. The research then applies the model to Generals Eisenhower, Ridgway, and Abrams as they led Army change during their post-war transitions. Finally, the research provides recommendations for future Chiefs of Staff to lead change during future post-war transitions.

Subject Categories:

  • Administration and Management
  • Military Operations, Strategy and Tactics

Distribution Statement:

APPROVED FOR PUBLIC RELEASE