General George S. Patton was not an Operational Artist
Abstract
Since WWII, historians have lionized General Patton for his bold and daring leadership during Allied campaigns. His many biographers have highlighted his ability to instill discipline, remove incompetent leaders, and form an effective staff. While these attributes evolved in his persona through his military training, Patton applied his intellect to develop a deep understanding of the new methods of warfare that armies encountered on the battlefields of WWII. The application of operational art now required knowledge grounded in the close coordination of air, sea, and land assets to achieve victories at both the strategic and tactical level. While historical examples of daring victories demonstrate what western culture loves in a war hero, a critical analysis of Patton's actions reveal a more compelling story. Closer examination of his actions in the latter stages of the Tunisian campaign, during the Sicilian campaign, and in Western Europe from Normandy to the Rhineland, demonstrate that he excelled at achieving tactical successes, but did not perform well when integrating those tactical successes in campaigns to achieve strategic aims. Patton developed a reputation as a bold and daring leader; however, analysis of WWII campaigns reveals that he did not apply what the US Army now refers to as operational art.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 21, 2015
- Accession Number
- AD1001520
Entities
People
- Mark E. Larson
Organizations
- United States Army Command and General Staff College