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Offering a unique and original perspective on Britain's 'Small Wars' leadership culture - this title is an essential reading for serving soldiers and scholars of military studies. It is based on original archival research. It offers fascinating survey of counterinsurgency operations - with relevance for today's military and security. Between 1948 and 1960, the British army conducted three important counterinsurgency operations in Malaya, Kenya and Cyprus. During that time, military leaders inspired the evolution of a distinct organisational culture, known as 'small wars culture', which affected learning, discipline and attitudes towards leadership and fellow soldiers. Using a synthesis of organisational theory and archival research, this book explores how military leaders embedded and transmitted this particular military organisational culture within the British army and provides an analysis of leaders' characteristics, their support networks and past experiences. This book will be of interest to counterinsurgency specialists, the British Army and military historians and sociologists, as well as to serving military forces.
Moyar presents a wide-ranging history of counterinsurgency which draws on the historical record and interviews with hundreds of counterinsurgency veterans. He identifies the ten critical attributes of counterinsurgency leadership and reveals why these attributes have been more prevalent in some organizations than others.
The Marine Corps University symposium, "Counterinsurgency Leadership in Iraq, Afghanistan, and beyond" held on September 23, 2009 at the National Press Club, Washington, DC explored ways to improve counterinsurgency leadership, with particular attention to the leaders of American, Afghan, and Iraqi forces. The Symposium was sponsored by Marine Corps University and the Marine Corps University Foundation.
A journey through the mind of a commander as he learns and adapts in a complex, deadly environment.
The official British Army book on what makes its leadership so successful, and how to become a better leader yourself - whatever your field. ___________________ 'If you want to become a better leader, read this book' Eddie Jones 'An extraordinary read for any leader. Truly brilliant' General Stanley McChrystal, author of Team of Teams 'Excellent. Offers proven tools and strategies' Matthew Syed ___________________ The Habit of Excellence is a unique insight into British Army leadership, explaining what makes it unique, what makes it so effective and what civilians can take from it to become better leaders themselves. Drawing on the latest research in military history, business, sociology, psychology and behavioural science, and with compelling illustration from British Army operations across the centuries, Lt Col Langley Sharp MBE goes beyond the latest leadership fads to distil into one peerlessly authoritative work the essence of leading and leadership from one of the world's most revered institutions. ___________________ 'Excellent. It's hard to see how any leader, whatever their field, wouldn't benefit from reading and rereading it' New Statesman 'Offers lessons for all managers' Financial Times 'Valuable in any walk of life' General Sir Mike Jackson, former Chief of the General Staff 'Very readable. I could not recommend this exceptional book more' General The Lord David Richards, former Chief of the Defence Staff 'Comprehensive and clearly written' Karin von Hippel, Director-General of RUSI 'Terrific. Full of insights and lessons' General David Petraeus, former Director of the CIA
For both the United States and United Kingdom counterinsurgency was a serious component of security policy during the Cold War and, along with counterterrorism, has been the greatest security challenge after September 11, 2001. In The Soul of Armies Austin Long compares and contrasts counterinsurgency operations during the Cold War and in recent years by three organizations: the US Army, the US Marine Corps, and the British Army.Long argues that the formative experiences of these three organizations as they professionalized in the nineteenth century has produced distinctive organizational cultures that shape operations. Combining archival research on counterinsurgency campaigns in Vietnam and Kenya with the author's personal experience as a civilian advisor to the military in Iraq and Afghanistan, The Soul of Armies demonstrates that the US Army has persistently conducted counterinsurgency operations in a very different way from either the US Marine Corps or the British Army. These differences in conduct have serious consequences, affecting the likelihood of success, the potential for civilian casualties and collateral damage, and the ability to effectively support host nation governments. Long concludes counterinsurgency operations are at best only a partial explanation for success or failure.
Since September 2001, the United States has waged what the government initially called the global war on terrorism (GWOT). Beginning in late 2005 and early 2006, the term Long War began to appear in U.S. security documents such as the National Security Council's National Strategy for Victory in Iraq and in statements by the U.S. Secretary of Defense and the Chairman of the JCS. The description Long War—unlimited in time and space and continuing for decades—is closer to reality and more useful than GWOT. Colonel Robert Cassidy argues that this protracted struggle is more correctly viewed as a global insurgency and counterinsurgency. Al Qaeda and its affiliates, he maintains, comprise a novel and evolving form of networked insurgents who operate globally, harnessing the advantages of globalization and the information age. They employ terrorism as a tactic, subsuming terror within their overarching aim of undermining the Western-dominated system of states. Placing the war against al Qaeda and its allied groups and organizations in the context of a global insurgency has vital implications for doctrine, interagency coordination, and military cultural change-all reviewed in this important work. Cassidy combines the foremost maxims of the most prominent Western philosopher of war and the most renowned Eastern philosopher of war to arrive at a threefold theme: know the enemy, know yourself, and know what kind of war you are embarking upon. To help readers arrive at that understanding, he first offers a distilled analysis of al Qaeda and its associated networks, with a particular focus on ideology and culture. In subsequent chapters, he elucidates the challenges big powers face when they prosecute counterinsurgencies, using historical examples from Russian, American, British, and French counterinsurgent wars before 2001. The book concludes with recommendations for the integration and command and control of indigenous forces and other agencies.
Since the end of bipolarism, the concept of asymmetric warfare, and of asymmetric conflict in general, has been increasingly applied with regard to armed forces activities and tasks. This book presents the findings of comparative empirical research conducted in selected military units by a group of distinguished experts on military organization, who hail from the eight participating countries: Bulgaria, Cameroon, Denmark, Finland, Italy, Lithuania, the Philippines and Spain. It discusses remarks made by military leaders with extensive experience in the field regarding current doctrines on military leadership and their applicability in the field, as well as proposals and suggestions for new directions. “It is a complex relation, always based on respect and politeness, but often with mismatched interests.” (Army Colonel). “It makes you realize that there is a cultural gap. You must firstly understand who you are going to relate to, and the culture of these people, and then try to establish a certain kind of relationship. Often the platoon commander states his objective and must try to establish a relationship, contact with the village chief.” (Army Lieutenant, Platoon Commander). “[In Afghanistan] We had meals with the locals, sometimes the food didn’t taste good, but you had to eat it if you wanted to be welcomed back again” (Army Captain, Company Commander). These are just some of the many voices stemming from the ground in diverse international asymmetric conflict theatres (in Iraq, in Kosovo, in Afghanistan...), comments by military officers, commanders at different hierarchical levels, asked to reflect on their experiences as military leaders in crisis response operations. Military professionals, and military leaders in particular, perceive themselves as facing ambiguous situations that require an update in their professional training, and new skills to confront unexpected and unpredictable factors. Drawing on lived experiences, the book offers insights into what a new kind of leadership means when leaders have to cope with diverse and unclear missions. It also addresses leadership styles and behaviours, as well as individual adaptive behaviours on the part of military leaders, with special reference to middle and middle-high level ranks, such as captains, majors and colonels. Given its scope, the book will appeal not only to military professionals and military affairs scholars and experts, but also to readers interested in gaining a better understanding of the challenges that international expeditionary units are facing in crisis areas around the globe.
This edition of the US Army Leadership Field Manual (FM 22-100) establishes a unified leadership theory for all Army leaders based on the Army leadership framework and three leadership levels. Specifically, it- Defines and discusses Army values and leader attributes. Discusses character-based leadership. Establishes leader attributes as part of character. Focuses on improving people and organizations for the long term. Outlines three levels of leadership-direct, organizational, and strategic. Identifies four skill domains that apply at all levels. Specifies leadership actions for each level. The Army leadership framework brings together many existing leadership concepts by establishing leadership dimensions and showing how they relate to each other. Solidly based on BE, KNOW, DO-that is character, competence, and action-the Army leadership framework provides a single instrument for leader development. Individuals can use it for self-development. Leaders can use it to develop subordinates. Commanders can use it to focus their programs. By establishing leadership dimensions grouped under the skill domains of values, attributes, skills, and actions, the Army leadership framework provides a simple way to think about and discuss leadership. The Army is a values-based institution. This field manual establishes and clarifies those values. Army leaders must set high standards, lead by example, do what is legally and morally right, and influence other people to do the same. They must establish and sustain a climate that ensures people are treated with dignity and respect and create an environment in which people are challenged and motivated to be all they can be. This field manual discusses these aspects of leadership and how they contribute to developing leaders of character and competence. Readers interested in related titles from The U.S. Army will also want to see: Army Guerrilla Warfare Handbook (ISBN: 9781626542730) Army Guide to Boobytraps (ISBN: 9781626544703) Army Improvised Munitions Handbook (ISBN: 9781626542679) Army M-1 Garand Technical Manual (ISBN: 9781626543300) Army Physical Readiness Training with Change FM 7-22 (ISBN: 9781626544017) Army Special Forces Guide to Unconventional Warfare (ISBN: 9781626542709) Army Survival Manual FM 21-76 (ISBN: 9781626544413) Army/Marine Corps Counterinsurgency Field Manual (ISBN: 9781626544246) Map Reading and Land Navigation FM 3-25.26 (ISBN: 9781626542983) Ranger Handbook SH 21-76 (ISBN: 9781626545199) Rigging Techniques, Procedures, and Applications FM 5-125 (ISBN: 9781626544338) Special Forces Sniper Training and Employment FM 3-05.222 (ISBN: 9781626544482) The Infantry Rifle Platoon and Squad FM 3-21.8 / 7-8 (ISBN: 9781626544277) Understanding Rigging (ISBN: 9781626544673)