The Marshall Approach: The Battle Command Training Program and 21st-Century Leader Development
Abstract
PERHAPS THE MOST IMPORTANT THING an army can do to prepare for war in an era of persistent conflict is develop agile and adaptive leaders capable of engaging across the spectrum of conflict and who are equally at home on the tactical battlefield, the strategic headquarters, or the halls of government. This is no small task and can only be accomplished with a combination of education, training, and experience. It cannot happen by accident. A career that encompasses all the requisite components should be deliberately cultivated in officers with promise. The obvious historical example of the application and product of this kind of leader development was General George C. Marshall: chief of staff of the Army during World War II, rebuilder of postwar Europe, secretary of defense, secretary of state, and Nobel Peace Prize winner. His credentials as both Soldier and statesman are sterling. What was unique about his career path that prepared General Marshall for the extraordinary challenges of his generation? From the outset of his career he was consistently exposed to a level of leadership and training above the grade in which he was assigned. He was known for his organizational expertise, ability to identify and groom leaders, and forming and sustaining relationships with civilian leaders. Marshall was a product of a diverse series of assignments that included serving as an aide-de-camp and chiefs of staff at division and above and at various tactical and training commands.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 2010
- Accession Number
- ADA515826
Entities
People
- David S. Cannon
- Mark E. Mcknight
- Richard M. Cabrey
Organizations
- United States Army Combined Arms Center