George C. Marshall: The Essential Strategic Leader

reportActive / Technical Report | Accession Number: ADA469633 | Open PDF

Abstract:

The complexity of the 21st century operational environment, the Global War on Terrorism, and on-going Army transformation require more of Army leaders at all levels. One can apply lessons learned from General George C. Marshalls career when developing todays leadership programs. George Marshall had unique foreign, domestic, and wartime experiences from his commissioning to his final military assignment as Army Chief of Staff. General Marshall displayed certain talents and abilities that allowed him to function with, be accepted by, and finally be chosen by national civilian authority for service as Secretary of State. These attributes, elements of character, and calculated uses of the strategic art enabled the creation or expansion of skills that facilitated strategic leadership at an unprecedented scale. This paper examines Marshalls character, education, experiences, and decisions, and then coordinates these characteristics with selected Pentathlete skills and metacompetencies to form strategic leader essentials. Cultural adjustment, institutional change, professional education, and self-awareness recommendations are suggested to improve leadership development for contemporary officer leaders in the Army.

Author(s):
Tipton, Jeffrey S.
Author Organization(s):
ARMY WAR COLL CARLISLE BARRACKS PA
Descriptive Note:
Research paper
Supplementary Note:
USAWC Strategy Research Project.
Pagination:
0026

Security Markings

DOCUMENT & CONTEXTUAL SUMMARY

Distribution:
Approved For Public Release
Distribution Statement:
Approved For Public Release; Distribution Is Unlimited.

RECORD

Collection: TR
Identifying Numbers
Monitor Series:
USAWC
 Subject Terms
Joint Capability Areas:
JCA_8_Building Partnerships; JCA_1_Force Support; JCA_8.2_Shape; JCA_5_Command and Control; JCA_8.1_Communicate; JCA_1.2_Force Preparation; JCA_8.2.2_Provide Aid to Foreign Partners and Institutions; JCA_8.1.3_Influence Adversary and Competitor Audiences; JCA_8.2.1_Partner with Governments and Institutions; JCA_1.1_Force Management; JCA_3_Force Application; JCA_1.2.3_Educating; JCA_5.5_Direct; JCA_8.1.1_Inform Domestic and Foreign Audiences; JCA_3.1.2_Maneuver to Insert; JCA_3.1_Maneuver; JCA_5.5.1_Communicate Intent and Guidance; JCA_5.3_Planning; JCA_1.2.1_Training; JCA_6_Net Centric; JCA_5.4_Decide
Communities of Interest:
Energy and Power Technologies
Descriptor(s):
*LESSONS LEARNED, *LEADERSHIP, *ARMY, *GENERAL OFFICERS, *LEADERSHIP TRAINING, *MILITARY COMMANDERS, *SKILLS, EDUCATION, TRANSFORMATIONS, SECOND WORLD WAR, FIRST WORLD WAR, INTERPERSONAL RELATIONS, AWARENESS, PERSONALITY, ADAPTATION, PERFORMANCE(HUMAN), MENTAL ABILITY, HISTORY, MILITARY TRAINING
Field(s)/Group(s):
Administration and Management, Psychology, Military Forces and Organizations
Keyword(s):
*STRATEGIC LEADERSHIP, *GENERAL GEORGE C MARSHALL, PENTATHLETES, METACOMPETENCIES, SELF AWARENESS, ADAPTABILITY, LIFE EXPERIENCES, MENTAL AGILITY, CULTURAL AWARENESS, INTERPERSONAL MATURITY
Report Date:
2007 Mar 30
Creation Date:
2007 Jul 25