This study attempts to determine when commanders of battalions and lower units should be relieved during combat. The investigation analyzed actual reliefs during the Vietnam era to determine why the commanders were relieved, the availability of replacements, the role of counselling, and the effect on the unit. Investigation reveals that most reliefs were not caused by a single deficiency but rather by a combination of perceived shortcomings. Mission failure was not a significant reason for relief. Captains and lieutenants were more likely to be relieved than were lieutenant colonels. Replacements for the relieved commanders were usually available. Most reliefs were effected without prior counselling. The effect of the relief on the unit depended primarily on the unit's evaluation of the relieved commander's leadership and popularity. Further examination of the causes and effects of reliefs produced guidelines for commanders to consider before relieving a subordinate commander.

This study attempts to determine when commanders of battalions and lower units should be relieved during combat. The investigation analyzed actual reliefs during the Vietnam era to determine why the commanders were relieved, the availability of replacements, the role of counseling, and the effect on the unit. Investigation reveals that most reliefs were not caused by a single deficiency but rather by a combination of perceived shortcomings. Mission failure was not a significant reason for relief. Captains and lieutenants were more likely to be relieved than lieutenant colonels. Replacements for the relieved commanders were usually available. Most reliefs were affected without prior counseling. The effect of the relief on the unit depended primarily on the unit's evaluation of the relieved commander's leadership and popularity. Further examination of the causes and effects of reliefs produced guidelines for commanders to consider before relieving a subordinate commander.

In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that "American military officers, of whatever service, should share common ground ethically and morally." In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution.

A "Dutch-Uncle" approach to advising those who assume "first" command. Written by an Army officer primarily for Army company commanders, the book contains information, suggestions, & insights applicable to other services. A ready reference for the company commander. Identifies tasks to complete & how to set new directions for the company; inspires confidence to command with authority. Includes chapters on military justice & administrative law matters. Comprehensive do's & don'ts of a winning command philosophy.

The privilege of commanding an Air Force squadron, despite its heavy responsibilities and unrelenting challenges, represents for many Air Force officers the high point of their careers. It is service as a squadron commander that accords true command authority for the first time. The authority, used consistently and wisely, provides a foundation for command. As with the officer's commission itself, command authority is granted to those who have earned it, both by performance and a revealed capacity for the demands of total responsibility. But once granted, it much be revalidated every day. So as one assumes squadron command, bringing years of experience and proven record to join with this new authority, one might still need a little practical help to success with the tasks of command. This book offers such help. “Commanding an Air Force Squadron” brings unique and welcome material to a subject other books have addressed. It is rich in practical, useful, down-to-earth advice from officers who have recently experienced squadron command. The author does not quote regulations, parrot doctrine, or paraphrase the abstractions that lace the pages of so many books about leadership. Nor does he puff throughout the manuscript about how he did it. Rather, he presents a digest of practical wisdom based on real-world experience drawn from the reflection of many former commanders from any different types of units. He addresses all Air Force squadron commanders, rated and nonrated, in all sorts of missions worldwide. Please also see a follow up to this book entitled “Commanding an Air Force Squadron in the Twenty-First Century (2003)” by Jeffry F. Smith, Lieutenant Colonel, USAF.