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Explains the motivation of ordinary soldiers to enlist, serve and fight in the armies of eighteenth-century Europe.
"What men will fight for seems to be worth looking into," H. L. Mencken noted shortly after the close of the First World War. Prior to that war, although many military commanders and theorists had throughout history shown an aptitude for devising maxims concerning esprit de corps, fighting spirit, morale, and the like, military organizations had rarely sought either to understand or to promote combat motivation. For example, an officer who graduated from the Royal Military College (Sandhurst) at the end of the nineteenth century later commented that the art of leadership was utterly neglected (Charlton 1931, p. 48), while General Wavell recalled that during his course at the British Staff College at Camberley (1909-1 0) insufficient stress was laid "on the factor of morale, or how to induce it and maintain it'' (quoted in Connell1964, p. 63). The First World War forced commanders and staffs to take account of psychological factors and to anticipate wideJy varied responses to the combat environment because, unlike most previous wars, it was not fought by relatively small and homogeneous armies of regulars and trained reservists. The mobilization by the belligerents of about 65 million men (many of whom were enrolled under duress), the evidence of fairly widespread psychiatric breakdown, and the postwar disillusion (- xiii xiv PREFACE emplified in books like C. E. Montague's Disenchantment, published in 1922) all tended to dispel assumptions and to provoke questions about mo tivation and morale.
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
First published in 1999. Routledge is an imprint of Taylor & Francis, an informa company.
“A fascinating study exploring the motivation of French soldiers during the Napoleonic Era, and the process through which they became Napoleon’s men.”—Frederick C. Schneid, author of Napoleon’s Conquest of Europe The men who fought in Napoleon’s Grande Armée built a new empire that changed the world. Remarkably, the same men raised arms during the French Revolution for liberté, égalité, and fraternité. In just over a decade, these freedom fighters, who had once struggled to overthrow tyrants, rallied to the side of a man who wanted to dominate Europe. What was behind this drastic change of heart? In this ground-breaking study, Michael J. Hughes shows how Napoleonic military culture shaped the motivation of Napoleon’s soldiers. Relying on extensive archival research and blending cultural and military history, Hughes demonstrates that the Napoleonic regime incorporated elements from both the Old Regime and French Revolutionary military culture to craft a new military culture, characterized by loyalty to both Napoleon and the preservation of French hegemony in Europe. Underscoring this new, hybrid military culture were five sources of motivation: honor, patriotism, a martial and virile masculinity, devotion to Napoleon, and coercion. Forging Napoleon’s Grande Armée vividly illustrates how this many-pronged culture gave Napoleon’s soldiers reasons to fight. “Hughes offers a tight and well-grounded exposition and analysis of French military culture in the Napoleonic period in which military honour is presented as a dynamic element.” —Journal of European Studies “Hughes’s book not only contributes to our understanding of the military success of Napoleon’s army, but also elegantly employs cultural history methods to better understand army operations and sustained troop motivations.” —Julia Osman, History: Reviews of New Book
General John A. Wickham, commander of the famous 101st Airborne Division in the 1970s and subsequently Army Chief of Staff, once visited Antietam battlefield. Gazing at Bloody Lane where, in 1862, several Union assaults were brutally repulsed before they finally broke through, he marveled, "You couldn't get American soldiers today to make an attack like that." Why did those men risk certain death, over and over again, through countless bloody battles and four long, awful years ? Why did the conventional wisdom -- that soldiers become increasingly cynical and disillusioned as war progresses -- not hold true in the Civil War? It is to this question--why did they fight--that James McPherson, America's preeminent Civil War historian, now turns his attention. He shows that, contrary to what many scholars believe, the soldiers of the Civil War remained powerfully convinced of the ideals for which they fought throughout the conflict. Motivated by duty and honor, and often by religious faith, these men wrote frequently of their firm belief in the cause for which they fought: the principles of liberty, freedom, justice, and patriotism. Soldiers on both sides harkened back to the Founding Fathers, and the ideals of the American Revolution. They fought to defend their country, either the Union--"the best Government ever made"--or the Confederate states, where their very homes and families were under siege. And they fought to defend their honor and manhood. "I should not lik to go home with the name of a couhard," one Massachusetts private wrote, and another private from Ohio said, "My wife would sooner hear of my death than my disgrace." Even after three years of bloody battles, more than half of the Union soldiers reenlisted voluntarily. "While duty calls me here and my country demands my services I should be willing to make the sacrifice," one man wrote to his protesting parents. And another soldier said simply, "I still love my country." McPherson draws on more than 25,000 letters and nearly 250 private diaries from men on both sides. Civil War soldiers were among the most literate soldiers in history, and most of them wrote home frequently, as it was the only way for them to keep in touch with homes that many of them had left for the first time in their lives. Significantly, their letters were also uncensored by military authorities, and are uniquely frank in their criticism and detailed in their reports of marches and battles, relations between officers and men, political debates, and morale. For Cause and Comrades lets these soldiers tell their own stories in their own words to create an account that is both deeply moving and far truer than most books on war. Battle Cry of Freedom, McPherson's Pulitzer Prize-winning account of the Civil War, was a national bestseller that Hugh Brogan, in The New York Times, called "history writing of the highest order." For Cause and Comrades deserves similar accolades, as McPherson's masterful prose and the soldiers' own words combine to create both an important book on an often-overlooked aspect of our bloody Civil War, and a powerfully moving account of the men who fought it.
In historical writing on World War I, Czech-speaking soldiers serving in the Austro-Hungarian military are typically studied as Czechs, rarely as soldiers, and never as men. As a result, the question of these soldiers’ imperial loyalties has dominated the historical literature to the exclusion of any debate on their identities and experiences. Men under Fire provides a groundbreaking analysis of this oft-overlooked cohort, drawing on a wealth of soldiers’ private writings to explore experiences of exhaustion, sex, loyalty, authority, and combat itself. It combines methods from history, gender studies, and military science to reveal the extent to which the Great War challenged these men’s senses of masculinity, and to which the resulting dynamics influenced their attitudes and loyalties.
"...an engaging and enlightening account from which we all can benefit."—The Wall Street Journal A better way to combat knee-jerk biases and make smarter decisions, from Julia Galef, the acclaimed expert on rational decision-making. When it comes to what we believe, humans see what they want to see. In other words, we have what Julia Galef calls a "soldier" mindset. From tribalism and wishful thinking, to rationalizing in our personal lives and everything in between, we are driven to defend the ideas we most want to believe—and shoot down those we don't. But if we want to get things right more often, argues Galef, we should train ourselves to have a "scout" mindset. Unlike the soldier, a scout's goal isn't to defend one side over the other. It's to go out, survey the territory, and come back with as accurate a map as possible. Regardless of what they hope to be the case, above all, the scout wants to know what's actually true. In The Scout Mindset, Galef shows that what makes scouts better at getting things right isn't that they're smarter or more knowledgeable than everyone else. It's a handful of emotional skills, habits, and ways of looking at the world—which anyone can learn. With fascinating examples ranging from how to survive being stranded in the middle of the ocean, to how Jeff Bezos avoids overconfidence, to how superforecasters outperform CIA operatives, to Reddit threads and modern partisan politics, Galef explores why our brains deceive us and what we can do to change the way we think.
The Prequel to the Bestselling Thank You for Your Service, Now a Major Motion Picture With The Good Soldiers, Pulitzer Prize-winning reporter David Finkel has produced an eternal story — not just of the Iraq War, but of all wars, for all time. It was the last-chance moment of the war. In January 2007, President George W. Bush announced a new strategy for Iraq. It became known as "the surge." Among those called to carry it out were the young, optimistic army infantry soldiers of the 2-16, the battalion nicknamed the Rangers. About to head to a vicious area of Baghdad, they decided the difference would be them. Fifteen months later, the soldiers returned home — forever changed. The chronicle of their tour is gripping, devastating, and deeply illuminating for anyone with an interest in human conflict.