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American Warriors
The Art of Command: Military Leadership from George Washington to Colin Powell
What essential leadership lessons do we learn by distilling the actions and ideas of great military commanders such as George Washington, Dwight D. Eisenhower, and Colin Powell? That is the fundamental question underlying The Art of Command: Military Leadership from George Washington to Colin Powell. The book illustrates that great leaders become great through conscious effort -- a commitment not only to develop vital skills but also to surmount personal shortcomings. Harry S. Laver, Jeffrey J. Matthews, and the other contributing authors identify nine core characteristics of highly effective leadership, such as integrity, determination, vision, and charisma, and nine significant figures in American military history whose careers embody those qualities. The Art of Command examines each figure's strengths and weaknesses and how those attributes affected their leadership abilities, offering a unique perspective of military leadership in American history. Laver and Matthews have assembled a list of contributors from military, academic, and professional circles, which allows the book to encompass diverse approaches to the study of leadership.
294 pages, Kindle Edition
First published January 1, 2008
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Displaying 1 - 15 of 15 reviews
March 18, 2025
3.8/5 A bit dense, but good discussions of famous American military leaders across history from a variety of authors, including H.R. McMaster’s piece on Hal G Moore. Also got to learn about Colin Powell which was great since I didn’t know much about him before.
The Art of Command
George Washington showed personal integrity and honesty in his dealings. Very important was his personal image honor and social standing.
Ulysses Grant showed tenacity and determination in his battlefield operations. Despite significant setbacks, he maintain the faith of his men and superior leadership.
George Marshall was a master organizer. he was highly familiar to the Department of defense as a problem, solver, and to the public as someone who understood their concerns. Congress trusted him and saw him as a bipartisan. he did not allow politics to influence him, and example being his refusal to meet with President Roosevelt, kept the way he wanted to run the Army separate from domestic politics.
p85
Set the tone for positive US-UK relations despite American “int’l sensitivity and embarrassing leaks of classified information” and disparaging remarks from US mili officials by demonstrating British sacrifices and contributions to the Allied cause.
President Harry Truman liked to assert that Army Chief of Staff Marshall won World War II. Churchill was closer to the truth: Marshall was the organizer of the Allied victory. Not simply a management technician but a responsible institutional leader, Marshall fought his decisive battles at desks and conference tables. He was honest, confident, forthright, yet ever humble, never seeking undue credit for institutional accomplishments. He was energetic, hard working, and assertive, always expecting his staff to demonstrate extraordinary com-mitment. But as a leader, he was also fair and empathetic, consciously providing opportunities for subordinates to relax and reenergize. Intensely prideful, Marshall was acutely sensitive to misperceptions of and slights toward the army, and yet he remained a model of self-discipline in full control of his emotions.
Eisenhower’s Coalition-Building Ability p99
Douglas MacArthur, for example, though he was friendly with Quezon, apparently believed that the Filipino president was somehow beneath him and failed to meet with him as often as the mission required.'" Out of necessity, Eisenhower substituted for MacArthur and met frequently with Quezon. The two men grew to like and respect each other. They enjoyed playing bridge- Eisenhower described the president as a "peach of a player" - and their personal conversations ranged far beyond military affairs. Eisenhower readily accepted Quezon's advice when possible. Unlike MacArthur, he recognized the value of Quezon's suggestions concerning the Filipino defense plan and frequently implemented them.' On one oc-casion, Eisenhower wrote of the president, "A dozen other related subjects were brought up and the Pres. discussed all in a manner I thought showed a fine, thoughtful mind, and a much keener insight into some things of questionable validity than one would suppose if he listened only to the talk in this office."20
Effective cross-cultural leaders must be willing to accept the wise counsel of allied subordinates and political leaders to weld their teams together. Eisenhower was especially adept at this. Not surprisingly, Quezon eventually seemed to prefer Eisenhower's candid but respectful advice over MacArthur's.21 When Eisenhower left the Philippines in late 1939, Quezon said of him, "Among all of Ike's outstanding qualities, the quality I regard most highly is this: whenever I asked Ike for an opinion I got an answer. It may not have been what I wanted to hear, it may have displeased me, but it was always a straightforward and honest answer. "22 Eisenhower built his relationship with Quezon on trust, communication, respect, and honesty. He was not afraid to express his opinion, and he himself remained open to reasoned advice.
Willingness to make decisions and delegate.
For instance, controversially collaborating with former Vichy official/Nazi collaborator to free up Allied forces to take Tunisia from Nazi and Italian forces rather than have to occupy Vichy North Africa. He effectively explained his decision to FDR and PM Churchill. —>Made a decision and ready to take responsibility for it.
Subordination of self to the team and to the ideals of liberty and democracy.
Chesty Puller
Puller was a mediocre student, even in military schools. His academic performance, coupled with his unpretentious manner and rough speech, "gave the impression of being a little bit illiterate."6 He encouraged that view, telling friends that in any class he believed there would always be "at least one S.O.B. dumber than I am, so I keep on plugging and have confidence that I will not be at the bot-tom." But General O. P. Smith, one of the corps' most intellectual officers, knew that Chesty's abiding interest in books had given him a wealth of knowledge.
p131 Listen to your NCOs
His willingness to listen laid a foundation for a sincere connection with his subordinates and for his future success as a charismatic leader.
Leader’s recon to scout ahead of the unit.
Respect for Troops
“by his tact, common sense, and dignity of manner, won the confidence and respect of his command of black troops.”
p131 Importance of Cultural Awareness
“his ability to connect with people from a very different culture was another element of his charismatic leadership that made him more successful than many of his compatriots and likely reinforced his conviction that he was on the right path.”
p133 Leadership in Nicaragua
In his report on this operation, Puller argued that Guardia Nacio-nal units made few contacts because they moved too slowly, mainly because they relied on pack mules for supplies and horses for officers.
The animals confined the patrols to established trails. By contrast, Company M leaders had begun walking with their men, who were learning to get by with a minimum of supplies and equipment. Puller also made it a habit in his reports to list the name of every Guardia Nacional soldier who participated in each action and to commend those who did well. By setting a positive example, operating under the same conditions as their men, and sharing the credit for success, Puller and Lee achieved more with their subordinates.
p150 His marines knew that he would ask no more of them than he was willing to put forth himself, and that was everything he had. They knew that when they were putting their lies on the line, he would be out front with them. They knew that he would zealously look after their welfare and shielded them as much as possible from daunting hardships and petty troubles. They knew that he saw things from their point of view. He was a lofty figure who was at home among the lowliest of them.
Rickover
p185 Irreverence for Mindless Bureaucracy
when an inspector put Rick over his design staff on report for pro, poor productivity, he instructed his staff to “Double” production, by cutting each other drawings and half and renumbering them.
some seek to ingratiate themselves, superiors by mindlessly hearing to their directors. Rickover, however, demonstrated initiative and protect his people from bureaucratic, red tape, thereby fostering, continued, productivity, innovation, and IRL.
in another instance, to provide the British military, with urgently needed electrical cable to protect against German minds, Rick visited the major US cable manufacturer, quickly assessed their capacities, and directed them to begin the Clock production of particular size cables. In other words, he bypassed entirely the US government contracting system, all resources for maximum efficiency and authorized work without a contract. He promised the manufactures they would be paid, and they were.
“Grow where planted”
Make a Decision PL
“Capable people will not work for long where they cannot get prompt decisions and actions from their superior.“
“The essence of a purpose in life is to work, to create, to excel, and to be concerned about the world and its affairs.“
—
Harold “Hal” Moore
“Three strikes and you’re NOT out!” There’s always one more thing you can do to influence any situation in your favor. be determined to identify alternatives and adapt.
—
Colin Powell
“You don’t know what you can get away with until you try“
Anecdote of Powell turning around for the performance of unit in Germany: Powell had his unit update their standards and earn AA badges while the other brigades did Reforger. Any improvement better than none.
He was concerned about the well-being and performance of his units and subordinates, despite demonstrating initiative and proposing, innovative solutions, and running the risk of offending narrowminded, egotistical leader.
Intellect and tactful ability to render independent judgements that were at times contrary to the thinking of his superiors.
Be a good follower.
The Art of Command
George Washington showed personal integrity and honesty in his dealings. Very important was his personal image honor and social standing.
Ulysses Grant showed tenacity and determination in his battlefield operations. Despite significant setbacks, he maintain the faith of his men and superior leadership.
George Marshall was a master organizer. he was highly familiar to the Department of defense as a problem, solver, and to the public as someone who understood their concerns. Congress trusted him and saw him as a bipartisan. he did not allow politics to influence him, and example being his refusal to meet with President Roosevelt, kept the way he wanted to run the Army separate from domestic politics.
p85
Set the tone for positive US-UK relations despite American “int’l sensitivity and embarrassing leaks of classified information” and disparaging remarks from US mili officials by demonstrating British sacrifices and contributions to the Allied cause.
President Harry Truman liked to assert that Army Chief of Staff Marshall won World War II. Churchill was closer to the truth: Marshall was the organizer of the Allied victory. Not simply a management technician but a responsible institutional leader, Marshall fought his decisive battles at desks and conference tables. He was honest, confident, forthright, yet ever humble, never seeking undue credit for institutional accomplishments. He was energetic, hard working, and assertive, always expecting his staff to demonstrate extraordinary com-mitment. But as a leader, he was also fair and empathetic, consciously providing opportunities for subordinates to relax and reenergize. Intensely prideful, Marshall was acutely sensitive to misperceptions of and slights toward the army, and yet he remained a model of self-discipline in full control of his emotions.
Eisenhower’s Coalition-Building Ability p99
Douglas MacArthur, for example, though he was friendly with Quezon, apparently believed that the Filipino president was somehow beneath him and failed to meet with him as often as the mission required.'" Out of necessity, Eisenhower substituted for MacArthur and met frequently with Quezon. The two men grew to like and respect each other. They enjoyed playing bridge- Eisenhower described the president as a "peach of a player" - and their personal conversations ranged far beyond military affairs. Eisenhower readily accepted Quezon's advice when possible. Unlike MacArthur, he recognized the value of Quezon's suggestions concerning the Filipino defense plan and frequently implemented them.' On one oc-casion, Eisenhower wrote of the president, "A dozen other related subjects were brought up and the Pres. discussed all in a manner I thought showed a fine, thoughtful mind, and a much keener insight into some things of questionable validity than one would suppose if he listened only to the talk in this office."20
Effective cross-cultural leaders must be willing to accept the wise counsel of allied subordinates and political leaders to weld their teams together. Eisenhower was especially adept at this. Not surprisingly, Quezon eventually seemed to prefer Eisenhower's candid but respectful advice over MacArthur's.21 When Eisenhower left the Philippines in late 1939, Quezon said of him, "Among all of Ike's outstanding qualities, the quality I regard most highly is this: whenever I asked Ike for an opinion I got an answer. It may not have been what I wanted to hear, it may have displeased me, but it was always a straightforward and honest answer. "22 Eisenhower built his relationship with Quezon on trust, communication, respect, and honesty. He was not afraid to express his opinion, and he himself remained open to reasoned advice.
Willingness to make decisions and delegate.
For instance, controversially collaborating with former Vichy official/Nazi collaborator to free up Allied forces to take Tunisia from Nazi and Italian forces rather than have to occupy Vichy North Africa. He effectively explained his decision to FDR and PM Churchill. —>Made a decision and ready to take responsibility for it.
Subordination of self to the team and to the ideals of liberty and democracy.
Chesty Puller
Puller was a mediocre student, even in military schools. His academic performance, coupled with his unpretentious manner and rough speech, "gave the impression of being a little bit illiterate."6 He encouraged that view, telling friends that in any class he believed there would always be "at least one S.O.B. dumber than I am, so I keep on plugging and have confidence that I will not be at the bot-tom." But General O. P. Smith, one of the corps' most intellectual officers, knew that Chesty's abiding interest in books had given him a wealth of knowledge.
p131 Listen to your NCOs
His willingness to listen laid a foundation for a sincere connection with his subordinates and for his future success as a charismatic leader.
Leader’s recon to scout ahead of the unit.
Respect for Troops
“by his tact, common sense, and dignity of manner, won the confidence and respect of his command of black troops.”
p131 Importance of Cultural Awareness
“his ability to connect with people from a very different culture was another element of his charismatic leadership that made him more successful than many of his compatriots and likely reinforced his conviction that he was on the right path.”
p133 Leadership in Nicaragua
In his report on this operation, Puller argued that Guardia Nacio-nal units made few contacts because they moved too slowly, mainly because they relied on pack mules for supplies and horses for officers.
The animals confined the patrols to established trails. By contrast, Company M leaders had begun walking with their men, who were learning to get by with a minimum of supplies and equipment. Puller also made it a habit in his reports to list the name of every Guardia Nacional soldier who participated in each action and to commend those who did well. By setting a positive example, operating under the same conditions as their men, and sharing the credit for success, Puller and Lee achieved more with their subordinates.
p150 His marines knew that he would ask no more of them than he was willing to put forth himself, and that was everything he had. They knew that when they were putting their lies on the line, he would be out front with them. They knew that he would zealously look after their welfare and shielded them as much as possible from daunting hardships and petty troubles. They knew that he saw things from their point of view. He was a lofty figure who was at home among the lowliest of them.
Rickover
p185 Irreverence for Mindless Bureaucracy
when an inspector put Rick over his design staff on report for pro, poor productivity, he instructed his staff to “Double” production, by cutting each other drawings and half and renumbering them.
some seek to ingratiate themselves, superiors by mindlessly hearing to their directors. Rickover, however, demonstrated initiative and protect his people from bureaucratic, red tape, thereby fostering, continued, productivity, innovation, and IRL.
in another instance, to provide the British military, with urgently needed electrical cable to protect against German minds, Rick visited the major US cable manufacturer, quickly assessed their capacities, and directed them to begin the Clock production of particular size cables. In other words, he bypassed entirely the US government contracting system, all resources for maximum efficiency and authorized work without a contract. He promised the manufactures they would be paid, and they were.
“Grow where planted”
Make a Decision PL
“Capable people will not work for long where they cannot get prompt decisions and actions from their superior.“
“The essence of a purpose in life is to work, to create, to excel, and to be concerned about the world and its affairs.“
—
Harold “Hal” Moore
“Three strikes and you’re NOT out!” There’s always one more thing you can do to influence any situation in your favor. be determined to identify alternatives and adapt.
—
Colin Powell
“You don’t know what you can get away with until you try“
Anecdote of Powell turning around for the performance of unit in Germany: Powell had his unit update their standards and earn AA badges while the other brigades did Reforger. Any improvement better than none.
He was concerned about the well-being and performance of his units and subordinates, despite demonstrating initiative and proposing, innovative solutions, and running the risk of offending narrowminded, egotistical leader.
Intellect and tactful ability to render independent judgements that were at times contrary to the thinking of his superiors.
Be a good follower.
September 25, 2024
The Art of Command: Military Leadership from George Washington to Colin Powell is a good book into different leadership styles through a series of narrative biographies that focus on their roles and approaches to managing their respect corner of the armed services. The opening essays are on the famous greats, but what I was particularly interested in were some of the lesser known figures of the later half of the twentieth century. It was only when we returned to Colin Powell that I felt like I was on familiar footing again. I feel like this is an officer's book, or potentially a civilian pentagon leader's book. So, if you're one of those, give it a go.
September 1, 2017
The only disappointing factor is that, the author is talking about legends from United States only. In that sense, the title should have been “The Art of Command – United States Perspective”. Otherwise it is simple, elegant and inspiring.
July 2, 2019
Excellent examples of various successful leadership styles. Strong readings on Washington, Grant and Marshall. A little weak on Powell. Overall useful information on leadership skills.
January 25, 2021
Overviews of Grant, Rickover, and Powell most relevant and interesting to me.
March 10, 2022
Inspiring.
May 11, 2024
This is a good read for anyone who wants to learn military history. You will learn from some of the greatest military minds and how they overcome their own personal problems.
May 24, 2013
Laver, associate professor of military history at Southwestern Louisiana University, and Matthews, director of Puget Sound’s Business Leadership Program, has put together nine essays, each matching a military leader with a vital characteristic of great leadership which follow as integrity, vision, determination, charisma, adaptability, understanding of institutions and cultures, and openness to new technology. While the leaders profiled all possess most if not all of these characteristics, the essays intend to highlight a trait the leader most clearly exemplifies. For example, George Washington is held up as a beacon of integrity and Ulysses S. Grant, is singled out for his famed determination. A big turn in the book or the essays one might say is when an essay by Matthews describes Colin Powell as an “exemplary follower” an attribute we don’t really consider as a part of leadership. And throughout the book it emphasizes that they are not born leaders they earn and build on through experience, ambition, hard work and good mentors.
I think anyone would enjoy this book, actually not really this a really audience, this is a book for those in the military and civilian world that wish to build their leadership with the information and understanding of different military leaders of our history. Funny enough all the leaders used in the book all have a military background and the people who did the research and essay on the leader also have military background. Honestly this is not a fun ready unless you are looking for books like this specify to read. I read this more for the fact of actually learning then fun which usually never happens. I actually got and understood the different ways our great leader thought and acted which allows to take that and learn from them and improve our leadership skills which I was looking for.
I give this book five stars for this is a solid collection of nine essays analyzing and assessing the leadership styles of George Washington, Ulysses S. Grant, George C. Marshall, Dwight D. Eisenhower, Lewis "Chesty" Puller, Henry "Hap" Arnold, Hyman G. Rickover, Harold G. Moore, and Colin Powell. Each man is here classified by particular leadership strength. For example "Cross-Cultural Leadership" for Eisenhower. The contributors are academic historians and military writers which provide good footnotes and information on each leader for the focus on their own individual leader.
I think anyone would enjoy this book, actually not really this a really audience, this is a book for those in the military and civilian world that wish to build their leadership with the information and understanding of different military leaders of our history. Funny enough all the leaders used in the book all have a military background and the people who did the research and essay on the leader also have military background. Honestly this is not a fun ready unless you are looking for books like this specify to read. I read this more for the fact of actually learning then fun which usually never happens. I actually got and understood the different ways our great leader thought and acted which allows to take that and learn from them and improve our leadership skills which I was looking for.
I give this book five stars for this is a solid collection of nine essays analyzing and assessing the leadership styles of George Washington, Ulysses S. Grant, George C. Marshall, Dwight D. Eisenhower, Lewis "Chesty" Puller, Henry "Hap" Arnold, Hyman G. Rickover, Harold G. Moore, and Colin Powell. Each man is here classified by particular leadership strength. For example "Cross-Cultural Leadership" for Eisenhower. The contributors are academic historians and military writers which provide good footnotes and information on each leader for the focus on their own individual leader.
August 7, 2016
I actually would prefer to give it 2.5 stars. Not a horrible discussion of military leadership. In fact the first chapters on Washington, Grant, and Marshall are quite strong. These chapters were written by good writers who don't seem to wax long for the sake of filling 20 pages of material. The topic for Eisenhower was weak yet accurately reflected much of his experiences with what the author calls "cross-cultural leadership." I felt the opposite was true for the chapters on Chesty Puller, Hap Arnold, and Hyman Rickover. Although the writers were passionate about the men they discussed, the discussion veered more towards hero worship opposed to leadership analysis. Furthermore, with a title like "The Art of Command", expected more of a discussion on the artistry of command and not the qualities of leadership. Perhaps only the chapters on Washington, Grant, and Hal Moore accurately followed the unique nuances of command roles in he US Military.
August 9, 2015
An interesting take on studying the leadership traits of prominent American Military leaders. Each of the 9 leaders possess many positive traits, but the authors focus on one stand-out trait from each individual. Whole volumes have been written about each leader, so the chapters really only scratch the surface in order to draw out how each individual exemplified a certain characteristic. Quick read.
September 17, 2015
Great description of nine U.S. Military leaders, while linking them to one trait of leadership. Mostly convincing, except for the followership leadership of Colin Powell. Drives you to think about what makes a great leader and some of the differences between leaders
June 14, 2016
This book highlights nine traits/characteristics of leaders through vignettes of nine military leaders (one trait per leader) from George Washington to Colin Powell. This book is a prerequisite for the Army's Command and General Staff College.
December 21, 2014
Solid introduction on leadership explained through historical example. As expected some essays are better than others and I wish there was more attention paid to pre-1900 military figures.
July 28, 2014
Loved this book. It really gave you the story of leaders of our country over the generations. A must read for history lovers!
April 12, 2017
This book is more nine separate biographies than it is a study of leadership.
Displaying 1 - 15 of 15 reviews