The personal correspondence between President Dwight D. Eisenhower and Prime Minister Anthony Eden during the time they were simultaneously in office tells the dramatic story of a relationship that began with great promise but ended in division and estrangement. Many of the letters have only recently been declassified, making it possible for the first time to publish this unique historic collection in its entirety. Peter G. Boyle's introduction, annotations, and conclusion provide context for the letters--details about the personalities and careers of Eden and Eisenhower and major issues that influenced the Anglo-American relationship up to 1955, such as relations with the Soviet Union, nuclear concerns, colonialism, the Middle and Far East, economic issues, and intelligence matters. The letters themselves offer an intimate look into the special connection between Britain and the United States through the often eloquent words of their leaders. They offer particular insight into the Suez Crisis of 1956, when Eden's and Eisenhower's views greatly diverged over the use of force to resolve the situation. Their personal relationship cooled from that point on and ended with Eden's resignation in January 1957.

The Macmillan-Eisenhower Correspondence provides, for the first time, an edition of the messages exchanged between Harold Macmillan and Dwight D. Eisenhower during their tenures as national leaders in the late 1950s. The collection consists of more than 400 letters, cables and transcripts of telephone conversations. This extensive correspondence reveals the agreements and disagreements between Macmillan and Eisenhower and their approaches to the major political issues of their time. The correspondence also shows how Macmillan and Eisenhower preserved and strengthened the Anglo-American alliance at a critical time in the history of the Cold War.

Eisenhower preferred to build consensus for his military and national strategies by using multiple communication techniques to convey his intent. If consensus was not achieved, though, and his intent was not carried out he would aggressively move to eliminate the source of friction. This monograph will analyze four case studies to demonstrate that it is critically important for subordinates and peers to understand the influence of leadership styles on strategic decision makers. It will also argue that the consequences for not understanding strategic decision makers can mean the difference between individual, organizational or national success or failure. The four case studies will highlight the leadership styles that Eisenhower used when he pursued a strategy and how those leadership styles influenced his decision-making. The first case study is Eisenhower’s fight to control Allied strategic bombers to support Operation Overlord in 1944. Second is his fight to develop, implement and defend his New Look National Security Strategy in 1953. Third is how Eisenhower defended his administration’s Middle East foreign policy and finally his strategy to seek a peaceful solution to the Suez Canal Crisis of 1956.

In the spring of 1954, after eight years of bitter fighting, the war in Vietnam between the French and the communist-led Vietminh came to a head. With French forces reeling, the United States planned to intervene militarily to shore-up the anti-communist position. Turning to its allies for support, first and foremost Great Britain, the US administration of Dwight D. Eisenhower sought to create what Secretary of State John Foster Dulles called a “united action” coalition. In the event, Winston Churchill's Conservative government refused to back the plan. Fearing that US-led intervention could trigger a wider war in which the United Kingdom would be the first target for Soviet nuclear attack, the British Foreign Secretary, Anthony Eden, was determined to act as Indochina peacemaker – even at the cost of damage to the Anglo-American “special relationship”. In this important study, Kevin Ruane and Matthew Jones revisit a Cold War episode in which British diplomacy played a vital role in settling a crucial question of international war and peace. Eden's diplomatic triumph at the 1954 Geneva Conference on Indochina is often overshadowed by the 1956 Suez Crisis which led to his political downfall. This book, however, recalls an earlier Eden: a skilled and experienced international diplomatist at the height of his powers who may well have prevented a localised Cold War crisis escalating into a general Third World War.

This book strives to make a deeper analysis of the causes and driving forces that led to the October 1956 events in Poland, and to assess them in terms of foreign and domestic policy, from the perspective of half a century later. The articles collected here provide a considerable amount of new information about the reactions and attitudes of political leaders on both sides of the Iron Curtain, about how they viewed the events in Poland, and about what motives guided them in their decisions. This publication presents, for the first time in detailed fashion, the Chinese leaders' position on the October 1956 events. At the same time, this publication reveals how much remains to be discovered, how many important questions remain to be answered, and the degree of complexity with which scholars investigating these questions sometimes have to grapple. The articles in this book offer a real image of how the most important capitals in the opposing Cold War blocs reacted to the Polish October 1956. It was yet another lesson in Realpolitik not the first, after all, in Polish history.--

History.