Muth examines the different paths the United States Army and the German Armed Forces traveled to select, educate, and promote their officers in the crucial time before World War II. He demonstrates that the military education system in Germany represented an organized effort where each school provided the stepping stone for the next. But in the US, there existed no communication about teaching contents among the various schools.

In September 2010, James G. Pierce, a retired U.S. Army colonel with the Strategic Studies Institute at the U.S. Army War College in Carlisle Barracks, Pennsylvania, published a study on Army organizational culture. Pierce postulated that "the ability of a professional organization to develop future leaders in a manner that perpetuates readiness to cope with future environmental and internal uncertainty depends on organizational culture." He found that today's U.S. Army leadership "may be inadequately prepared to lead the profession toward future success." The need to prepare for future success dovetails with the use of the concepts of mission command. This book offers up a set of recommendations, based on those mission command concepts, for adopting a superior command culture through education and training. Donald E. Vandergriff believes by implementing these recommendations across the Army, that other necessary and long-awaited reforms will take place.

The IX Corps of the British Mediterranean Expeditionary Force (MEF) achieved a complete tactical surprise of the Turkish defenders with its landing on 6 August 1915. Yet, despite a huge superiority in resources and a ten-to-one advantage in men, the IX Corps failed to obtain its planned objectives. This study examines the extent that the outcome of the British failure was influenced by the prevalent British Army command culture. The British Army command culture of 1916 was directly linked to its past as a colonial police force. Although well suited for that role, it was unable to effectively deal with the changes in warfare and the rapidly expanding sizes of armies in 1916. The British command culture of the time consisted a personalized system that exercised a reliance on a system of seniority, a hands-off method of command at the senior and operational levels, and a restrictive method of control at the tactical level.

Few ideas in Chinese discourse are as ubiquitous as ming, variously understood as "command," "allotted lifespan," "fate," or "life." This volume assembles twelve essays by some of the most eminent scholars currently working in Chinese studies to consider ming's broad web of meanings

Always at War is the story of Strategic Air Command (SAC) during the early decades of the Cold War. More than a simple history, it describes how an organization dominated by experienced World War II airmen developed a unique culture that thrives to this day. Strategic Air Command was created because of the Air Force’s internal beliefs, but the organization evolved as it responded to the external environment created by the Cold War. In the aftermath of World War II and the creation of an independent air service, the Air Force formed SAC because of a belief in the military potential of strategic bombing centralized under one commander. As the Cold War intensified, so did SAC’s mission. In order to prepare SAC’s “warriors” to daily fight an enemy they did not see, as well as to handle the world’s most dangerous arsenal, the command, led by General Curtis LeMay, emphasized security, personal responsibility, and competition among the command. Its resources, political influence, and manning grew as did its “culture” until reaching its peak during the Cuban Missile Crisis. SAC became synonymous with the Cold War and its culture forever changed the Air Force as well as those who served.

This book will advance the understanding of leadership beyond the inherited myths and modalities of command and control. Leadership is separated from ideas and institutional seniority and explained as the collaborative power of one with others. Enabling the intelligent co-participation of all people, the constructive effect of this approach to leadership is in the engagement of people. This is significant when task accomplishment depends not on managerial direction, but on the interaction of people with each other, with technical systems, and with complex regulations which are often across jurisdictional boundaries. Examples and case studies are included.

Examines how military culture forms and changes, as well as its impact on the effectiveness of military organizations.