Eisenhower’s leadership was successful as Allied Commander of his command team during operations in North Africa and the Mediterranean. The three examples used to prove his success are Task-Focused Behaviors and People-Focused Behaviors by Gerras and Clark, and A Leader’s Impact on Climate by Jones.
Gerras and Clark, discuss that tasked-focused behaviors are directly linked to team effectiveness, stating that specific goals lead to higher performance. During operations in North Africa, Eisenhower along with subordinate leaders from Britain and the U.S. shared serious concerns with Fredendall commanding II Corps. Eisenhower fell victim to the point made by Gerras and Clark, regarding monitoring and deciding when to take action to remove someone for poor performance. They go on to explain that waiting too long could cause long-term or unintended consequences to the organization. The damage from Eisenhower not removing Fredendall earlier was done, however, it was not insurmountable. Eisenhower removed Fredendall after the Kasserine Pass debacle and placed Patton …show more content…
In regards to command climate, Jones makes the point that climate is created by the leadership. He also points out that the most important part of the climate is the “behavior of the leaders” and that an ongoing negative climate kills the trust and confidence of the team and negatively affects readiness. Eisenhower learned that to foster this climate and cooperation that he had to be a diplomat in some instances more than a general. He also explained that just issuing and the order will not always work, you have to consider other nationalities viewpoints, then focus on solving problems as opposed to just “merely issuing orders”. He focused on his objective to improve the climate for the Mediterranean operations that would enable the British and Americans to work together and defeat the
Gerras and Clark, discuss that tasked-focused behaviors are directly linked to team effectiveness, stating that specific goals lead to higher performance. During operations in North Africa, Eisenhower along with subordinate leaders from Britain and the U.S. shared serious concerns with Fredendall commanding II Corps. Eisenhower fell victim to the point made by Gerras and Clark, regarding monitoring and deciding when to take action to remove someone for poor performance. They go on to explain that waiting too long could cause long-term or unintended consequences to the organization. The damage from Eisenhower not removing Fredendall earlier was done, however, it was not insurmountable. Eisenhower removed Fredendall after the Kasserine Pass debacle and placed Patton …show more content…
In regards to command climate, Jones makes the point that climate is created by the leadership. He also points out that the most important part of the climate is the “behavior of the leaders” and that an ongoing negative climate kills the trust and confidence of the team and negatively affects readiness. Eisenhower learned that to foster this climate and cooperation that he had to be a diplomat in some instances more than a general. He also explained that just issuing and the order will not always work, you have to consider other nationalities viewpoints, then focus on solving problems as opposed to just “merely issuing orders”. He focused on his objective to improve the climate for the Mediterranean operations that would enable the British and Americans to work together and defeat the